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HomeMy WebLinkAbout1994-04-13 Council Packet - Work Session, Goals Workshop IIKenai City Council Goals and Objectives II April 13, 1994 GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 "TO DO" LIST ADMIN - Explore networking opportunities. Standardize as much as possible and do some kind of overall study, but upgrade the departments on a fixed amount of money yet to be determined for the 95, 96 and 97 budgets. Continue to pursue grant applications for ADA remodeling of the Library restrooms. Set aside schematic drawing development. Pursue the development of a tourist tent camping area for fee on Marathon Road and have some spaces be available for camping by June 1, as well as some picnic tables, fire pits, etc. Review the Nelson study (water system), determine what is best for the city and recommend what to do. Come back to Council with recommendations by December of 1994. AIRPORT: Implement the cleaning and repair program for the airport terminal carpet. Funding should be taken from contingency this year. Replace airport terminal carpet next year. FIRE: Get price information and start the process for purchase of tanker. CLERK: Review the long-term/short-term goals and objectives lists and remove those items already attended to and put a space before the items remaining in order for the Council to prioritize by number. POLICE: Continue pursuing the grant and move the item to short-term goals. GOALS & OBJECTIVES WORKSHOP II APRIL 131 1994 KENAI SENIOR CITIZENS CENTER COUNCIL PRESENT: Bookey, Measles, Swarner, Bannock, Smalley, Williams and Monfor. STAFF PRESENT: Freas, Brown, Graves, Howard, Kornelis, McGillivray, DeForest, Ernst, Burnett, Morris, Manninen, and Springer. Public Present: E. Clausen, unidentified citizens from Forest Drive Park area. REVIEW OF SHORT-TERM GOALS: Council reviewed the notes of the February 5, 1994 goals and objectives workshop. Council also reviewed the mission statement and agreed with it. Personnel Director Hire: Williams reminded Council the position was agreed upon at the February 5, 1994 goals and objectives workshop. Williams stated Manninen, in his 3/23/94 memorandum to Council, requested a one-year moratorium on the hire. Manninen stated he has a proposed job description, however he did not bring a copy of it with him. The pay range proposed was $70,000/year. Measles stated he deferred to Manninen's recommendation. Williams suggested the hire of a personnel director/assistant city manager be placed at the second year of the five-year plan. Computer System: Williams requested discussion of the computer systems be held until Council has reviewed the cost estimates of requested computers. Swarner stated she spoke with Kraxberger and he informed her he had not received the information until last Monday. Kraxberger now has additional information. For discussion purposes, Williams used the computer analysis of Custom Computers. Williams suggested Council needed to decide how far it wanted to go with the purchase of computers. The biggest cost is for the Library and the Finance Department. Swarner suggested Council needed to decide how much they wanted to spend on computers. Finance Department/Library: Williams stated the Finance Department computer is a first priority. Brown objected and stated a new computer would not be needed for three to five years. Finance Department computer should be placed at third year of five-year plan. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 2 After a short discussion, it was decided to place the purchase of the Library's computer needs at the third year of the five-year plan. Williams changed the placement of the Finance Department computer to the fourth year of the five-year plan. Legal Department: Attorney Graves stated he disagreed with the analysis and felt only one 486 was needed in his department. Graves stated he intended to purchase a 486 for the legal secretary and he would then use the legal secretary's 286. Graves added he did not intend to purchase a new printer either. It would be nice, but not critical. A color printer is not necessary for the printing of legal briefs. Graves added he intended to purchase the 486 with monies left in his 93/94 budget. Council approved the purchase of the 486 from Legal Department's 93/94 budget. Clerk: Discussed the proposed purchase of a Canonfile for the retention of city records. Discussion followed regarding the software used in the various departments. Measles suggested there should be a standardized application of software. Howard stated the majority of departments use Wordperfect as their word processing program. The Finance Department uses Microsoft Word. Freas stated she has plenty of space, etc. on the 386 now in her department. Freas did not request an upgrade to a 486. That was only a suggestion in the analysis. The purchase of a record retention computer (Canonfile) should be placed on the five-year plan. The issue of upgrading the Clerk's computer to a 486 would be addressed next year. The implementation of a record retention computer system will begin next year. Measles suggested if upgrades were not needed right now, they should be set aside to delay. Williams stated his concern with some of the departments using 286 units. The Police Department, Senior Center, Fire Department and Building Maintenance need upgrades now. Also a plotter for the CAD system. Brown stated he has already drafted a resolution for the Senior Center to purchase their upgrade in the current budget. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 3 Fire Department: Stated the computer in his department is outdated. They are now trying to upgrade the computer to use fire department programs but have been unable to upgrade. Their system can work for another year. Discussion followed regarding repairs and costs already incurred. Council recommended up to $5,000 for the Fire Department for the upgrading of the computer and needed work. Airport: Okay as is. Airport/City Manager Administrative Assistant: Okay as is. Police Department: Morris stated upgrades are critical for the communications center. There are two systems in dispatch that are hooked into other systems. Those two computers are needing upgrades this year. It is critical to upgrade them to take advantage of the E-911 system. 486's are required. The Borough is working on a grant to purchase software and 21" screens for the mapping system. Williams stated over three years, they would like to replace all the computers for $12,600. The 386 used for investigations will be okay for the next five years. Williams recommended two upgrades for this budget and two for the next budget. Swarner and Smalley agreed. Morris stated their printers are all fine and should be for another several years. Morris stated they requested four computers at $8,000. This would upgrade the four computers in dispatch. Two computers were okayed for this year and two in next year's budget. Public Works Department: Kornelis stated the Building Inspector has a 286. The programs he now has and those he anticipates purchasing require a 486 on which to work. A 486 and printer is in the budget for 94/95. They would like to put more than building inspection and maintenance information on the computer. They have the CAD system to do design work for the Spur Highway crossing. They don't have a plotter. Most engineering firms have the CAD systems. They need a printer to use the plotter. $3,000 would be sufficient (which is what is in the budget). $4,400 needed for the printer (which will do a full-size drawing). GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 4 Networking of a printer for La Shot, Kornelis, and Springer was suggested. Measles stated he believed a three-year program should be planned for upgrades/purchase of computers for the city. Once that is done and budgets are planned, they will know how much money is needed for each department. The money needed will be budgeted. The departments then had better use the plan for what they want. Williams discussed standardization. Bookey stated he agreed with Measles. Measles added in three years' time there may be another group of councilmembers who may not want to follow the plan. Bookey stated he thought a plan should be set up. A department - by -department plan, or make a decision to come to a final goal. Williams stated the needs have been identified. The next question is whether to follow in line. They are almost through discussing what to do this year. After getting through this phase, they can look at next year. Monfor stated a three-year plan needed to be set. Put so much money in each budget, direct department heads to purchase with what is budgeted. They need to set a policy. Measles agreed it is an administrative problem. Williams, referring to the analysis, stated it could not be implemented this year. Monfor stated it is only one computer person's thoughts. They can't just use it. Measles stated Council needs to decide how much money should be placed in the budget for computer needs. It is up to the administration to decide what should be purchased. Manninen reviewed Kraxberger's letter. Williams stated it comes back to go the way they are now going with each department doing their own thing or a new methodology in the city. Williams stated he thought it's been answered as each department has stated what they feel they need. Measles suggested networking and standardization could be done. Not networking the whole city, but within departments. Williams suggested they ask Administration to continue examining that possibility, i.e. what departments would be best served within themselves. Williams stated he thought it would take very little to do that. Swarner agreed the Council should make the policy and administration make the decisions by department. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 5 Explore networking opportunities. Standardize as much as possible and do some kind of overall study, but upgrade the departments on a fixed amount of money yet to be determined for the 95, 96 and 97 budgets. UNFUNDED MANDATES: List was formulated and forwarded. PERSONNEL DIRECTOR: Refer to discussion at start of workshop. Will discuss perhaps a year from now. FOREST DRIVE PARR: Williams stated he understood there was some concern of citizens in regard to the Forest Drive Municipal Park. Williams stated the park was not planned discussion for this workshop. However, Williams asked Council if they had any comments. Monfor stated she recalled discussing at the first workshop that something would be available by May 1. Monfor added the park would not be opened again unless it is cleaned up, a fee schedule determined, picnic tables placed, etc. This was not an issue for the neighborhood to worry about, but tent camping would be discussed for another area. Bookey stated at the same meeting they stated they would have tent camping this year, not necessarily at Forest Drive Park. Council did say they would have tent camping and advertising to that effect has been sent out. Swarner stated she drove through the Forest Drive Park and was surprised what good shape it was in. McGillivray stated his department had been out picking up trash, etc. McGillivray added the Parks and Recreation Commission discussed the Park. The park was No. 21 on the short-term goals and objectives from the first workshop. Directives from that workshop stated he was to prepare timelines, costs, etc. for May 1. Information was put together regarding projected costs for revitalizing, etc. The Parks & Recreation Commission has said again they don't want the park to go back to tent camping. VISITORS CENTER: Williams stated his concern regarding the goals and objectives forwarded to Council from the Visitors Center. Monfor stated they will be having a strategic planning session next week and they will have a Board -formulated list at that time. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 6 SENIOR CENTER: Reference was made to the letter included in the packet of materials distributed to council. The letter was from Joanna Hollier, Chairman of the Council on Aging. The letter was to Representative Navarre in regard to their request for funding to purchase new vans. Monfor stated she spoke with Salo and Navarre's office and was told there were no discretionary monies as of that day. However, that may change. Williams suggested the vans be placed on the long-term goals. LIBRARY: Discussion followed regarding the proposed addition to the Library. Monfor stated the Library Commission discussed the suggestion of having schematic drawings completed. They thought they could live with that at this time. Until money is received, their needs may change. If money is available, they could have a schematic drawing and cost estimate ready. Williams stated because there are no discretionary funds available, the proposed ice rink was shelved. It is not certain there will be funding to build an animal shelter. Plans for the Library addition could lay on the shelf for five years. Discussion followed. Council recommended Administration go as far as the schematic phase and stop there. Kornelis stated it may take two to three months to have schematics completed. Williams stated they won't be needed this year. Prepare a schematic design for next year as there won't be any money for the next few years. Swarner stated her concern about the ADA requirements. Swarner added the schematic drawings could extend the city from deadlines. Williams stated that has nothing to do with the present problems. Bookey objected and stated having the schematics would show they are planning for the changes. DeForest stated the bathrooms are inadequate. Three years ago the cost was estimated at $50,000 to upgrade. Kornelis stated his department has applied for a grant to fund the renovations. Williams asked if Council wanted to take $17,000 of the City's money and develop schematic drawings at this time. Bannock asked if spending the $17,000 would delay anything (ADA requirements). Williams stated if enough money was made available for a capital project, they would be read to lobby for it if the plans were ready. Measles stated if they were needed, they could be made ready quickly. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 7 Jerry Hanson, Chairman of the Library Commission, spoke in support of the need to expand the Library when the time becomes appropriate. However, the handicap access issue has come up a number of times. DeForest stated it isn't a case of remodeling the restrooms, it is a case of an addition to which to put restrooms. Discussion followed regarding library fees and animal control fees. Monfor stated Council needs to be fair to taxpayers when other people from outside the city use the facilities. Williams suggested they go forward with the schematic drawings, developing them with monies from the capital budget reserve so that the community has something to look forward to. If it does get built, it could be from the citizens instead of the state. Smalley reported La Shot talked Commission and indicated he was There are other things which can problem. Having the plans ready the door." to the Planning & Zoning working on the restroom problem. be done to take care of the will "keep the wolf away from Monfor suggested waiting until next year to have the schematic plans developed. Measles stated if they decide to take money out of the Capital Reserve, it can be done anytime. Williams asked if Council wanted to direct Administration to continue to pursue grant applications for ADA remodeling of the Library restrooms. Set aside schematic drawing development. If Council decides later they want to have the drawings developed, they will do it then. Consensus was yes. FIRE DEPARTMENT: Generator: Already dealt with (referred to KK memo) . PARRS & RECREATION DEPARTMENT: Tent Camping: Williams stated two concerns: (1) fee camping for tourism, and (2) itinerant camping for cannery workers. Monfor stated the cannery worker problem. Council has addressed problem is the legitimate camper them to use at this time. Willi area be placed in the five-year be left in the five-year plan. problem was the canneries' the problem in the Code. The . There is no camping area for ams suggested a cannery camping plan. Williams asked if should Answer was yes. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 8 Bannock stated he thought the itinerant workers (cannery workers) were the processors' problem. If the processors don't do anything about the problem, it isn't the City's responsibility. However, who will people complain to? The city. Bannock stated there are two issues. Bannock reported a comment made at Planning & zoning which was if the city develops a tent camping area and makes the fee higher, the cannery workers won't stay there anyway. McGillivray referred to information included from Bob Frates. Frates contacted Fish & Wildlife and asked for fee information and camper host information. McGillivray stated the City has only 18 or 19 camper sites (at Forest Drive Park). That amount of spaces would not bring in much money to pay hosts, etc. State Parks operate the same way. They pay camp hosts $600-$700/month with two days off a week. Bookey stated he likes Bannock's idea. Cost of doing business with the cannery workers will escalate for the city. He doesn't see where a private person will take on the development of that type of area. For 18 camping spaces, a Parks employee could take the fees and twice a day check the facility. Williams stated if Council wanted to have tent camping available, it should be somewhere else. Keep Forest Drive Park closed. Bookey stated Council did this to the Visitor Center last year. Council told them at that time the issue would be addressed this year. They have advertised camping available. Now they will have to tell visitors there is no camping available in Kenai. Monfor suggested a tent camping area be developed on Marathon Road. Development of the area could begin this year. It could be the direction of Council to Administration and funding could be allocated. Monfor stated she wants to see a camping area finished. Also finish Forest Drive Park for the enjoyment of citizens and families. Williams asked if Council wanted Administration to investigate the possibility of a tent camping area, but not tie it down to a specific spot. Bannock stated Parks & Recreation Commission had designated a spot by the little pond on Marathon Road. McGillivray stated the Rotary Club members have discussed a plan with the Commission for developing a fishing area for children at the same pond. The Club would develop it, maintain it, etc. The Commission has recommended Council approve the theory of the plan. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 9 Williams suggested the plan be started by reminding the University the pond was included in their leased property for the proposed cold water recovery unit. Since that project will not become a reality, ask if they would allow some development for the community on that property. The City may be able to take back that portion of the property leased to the University. McGillivray stated Parks & Recreation have recommended to the Rotary Club the proposal will have to go to Council for final approval. Williams suggested Administration pursue the development of a tourist tent camping area for fee on Marathon Road and that some spaces be available for camping by June 1. Monfor suggested some picnic tables, fire pits, etc. could be placed by June 1. Consensus of Council was yes. Water System: A long discussion followed regarding the costs involved, well development reports, etc. Manninen stated costs can be from $60,000-$100,000 to expand the existing well but would limit the fire fighting services. $2,000,000 would for a new water well would expand the benefits and might be a better investment for the next 20 years. Bannock stated the most important need for the city is to get better water and if the upgrade needs to be done over the next five years, that's the way it will need to be done. Monfor asked how many of the city's population are water customers. Brown stated 1500 water/sewer bills are mailed out monthly. However, there are some that only pay for sewer and not water. Williams suggested 80% of the city population, after the Thompson Park system is added. Williams stated General Fund money cannot be used because not all citizens use the service. Williams suggested asking the voters for a bond for water development funds. Williams stated he believed the reason for the bond could be defined as water is used by everyone in the city, whether they are personally hooked up or use it at work, the grocery store use, the swimming pool, etc. Williams added he did not know if the need for water development could be interpreted as a need for a general revenue bond. Brown stated they would be general obligation bonds and debt service could be paid from the water and sewer fund. There is GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 10 nothing illegal or unethical to help support the water/sewer system. It is not unusual, but it is best to make it self- supporting. As much as possible should be paid off by the water/sewer fund -- one-half paid by water/sewer fund and rest paid by General Fund. Manninen stated usually an enterprise fund stands alone. There have been law suits filed by taxpayers because they see it as using the general taxpayers money to support a self-supporting revenue fund. Manninen recommended the funding be done with a low interest or interfund transfer. The money would be paid back to the water/sewer fund when it could be afforded. Manninen suggested a short-term project could be taking care of the turbidity problem in Well No. 2 for $70,000. Discussion followed about drilling a test well at Wellhouse No. 2, fire ratings, using Wellhouse No. 1. Williams suggested directing Administration to review the Nelson study, determine what is the best for the city and recommend what to do. Come back to Council with recommendations by December of 1994. Consensus of council was yes. FIRE DEPARTMENT: Tanker No. 1 - Chief Burnett explained the need for a new tanker. Burnett reported they investigated converting the old tanker, but found out after the pump would not be able to be certified. The present tanker is unsafe. A decision is needed whether to convert the present tanker or do something else to support the required fire flow, etc. Burnett explained the safety hazards of the present tanker. Brown determined there was presently $693,000 in the Heavy Equipment Fund. On June 30, 1994, it will be increased to $993,000 for the next fiscal year. Williams suggested Administration be directed to come back with the cost of a new tanker truck and determine whether to purchase it in this fiscal year. Burnett stated a new truck would cost $250,000. Burnett discussed the advantages of a new truck compared to a used truck (additional people can be carried on the truck, larger capacity, increased reload time, etc.). GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 11 Monfor stated she believed the purchase of a new truck needed to be now. Council recommendation was to get price information and start the process. Williams referred to the street and paving information included in the Public Works report. Complimented Public Works for the work. AIRPORT: Carpet Cleaning: Ernst reported cleaning the carpet would cost $2,200. Replacement of the carpet, with ten-year guarantee carpet, would be $40,553. Ernst added they will try to patch the carpet as well. Council directed administration to implement the cleaning and repair program for the carpet. Funding should be taken from contingency this year. BREAK TAKEN: 10 MINUTES Carpet Replacement: Ernst showed Council carpet samples from which he plans to choose to replace the carpet. Williams suggested Administration be directed to put the replacement costs in next year's budget and replace it about this time next year. Council consensus was to direct Administration to clean the carpet this year and replace it next year. Bannock referred to the paving list and asked if there was a chance of paving in Dolchok. Williams stated Council will need to come back and prioritize the lists. Freas should go back through the lists and remove those items already attended to and put a space before the item in order for the Council to prioritize by number. Monfor reported she had been a judge at the "Caring for the Kenai" competition. There was an in-depth study in regard to erosion. She asked if she could borrow the entry for Council's review. Monfor suggested a long-term erosion study may have to be made short term. The erosion on the bluff needs to be gotten under control before it is too late. Council directive was to remove erosion from the long-term list and place it on the short-term list. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 12 REVIEW OF LONG-TERM GOALS: Police Car Videos: Morris reported he received a grant application about one month ago for videos and radios. The funds are available from pass -through grants of Highway Administration. The City has a very good chance of receiving the funds. Council recommendation was for the Police Department to continue pursuing the grant and move the item to short-term goals. Williams suggested to Morris they bring long-term goals in order and attempt to implement as best they can. AMBULANCE FEE PROPOSAL: Burnett referred to the ambulance fee proposal included with their handouts. Burnett explained he thought it time to approach the possibility of billing for EMS services. Burnett reviewed the proposal with Council. Burnett explained there are five levels of billing. Level 1, the cheapest and Level 5 the most expensive, but comparable with other billing costs in the state. Discussion followed regarding higher rates for non-residents. Graves stated charges are different for resident/non-resident fishing licenses. He believed they could be for this purpose. Bannock asked if a portion of money received from billing could be set aside for replacement of equipment, etc. Brown stated he saw no reason why a portion collected could not be dedicated. Brown added he believed he could bill for the collection of fees to individuals. However, he would have to investigate the time involved, etc. if he would bill insurance companies, Medicaid and Medicare. Council directed Administration to prepare a plan to implement the program and bring it back to Council. BUDGET: Williams suggested to prepare for the budget work session scheduled for April 14, 1994, Council should note questions they have in regard to different budgets. They will review Brown's budget memorandum first and then go through the budget document. Williams requested Administration think about the number of pick- up trucks proposed to be purchased. Investigate the transferring of vehicles to other departments. GOALS & OBJECTIVES WORKSHOP II APRIL 13, 1994 PAGE 13 Salary Increase: Williams stated he believed Council should start being honest about what constitutes a pay increase. It is taxpayers money. They should start viewing benefits and benefit packages as part of the pay raise. They need to say 4%, 42% or 5%, including PERS, etc. By and large all city employees are very well paid. He doesn't make as much money as city employees do. He doesn't think anybody is suffering from a lack of pay. Requested Council to think about how much pay raise they are really talking about when combining benefits, etc. Monfor asked if part-time employees were included in the pay raise. Brown stated part-time employees get a raise with a COLA, but do not receive step increases. Monfor asked what is their incentive. Monfor stated there are no incentives many times. An incentive doesn't necessarily mean a pay increase. An incentive could be merit career development, etc. Brown stated a lot of employees go to classes, schools, etc. Monfor stated she wants the employees to stay interested in their work. Swarner asked Brown what the city pays for ESC. Answer Z%. Brown added the benefit package is 20% of cost for each employee. That includes annual leave, health insurance, PERS, etc. Monfor stated that was cheap. Kornelis stated in Public Works there are a large number of employees that have maxed out on the step increases. Monfor suggested that if there are that many employees who have ten to twelve years, it means there is a low turnover of employees. Monfor suggested longevity should be rewarded. Manninen stated 600 of the full-time employees do not receive step increases. Williams stated he was not against employees getting a raise this year. He is aware they did not receive a raise last year. ADJOURNMENT: The workshop adjourned at approximately 9:45 p.m. Notes transcribed and submitted by: Carol L. Freas, City Clerk cc % 2)8-f-. H-eldld�''S WORK SESSION NOTICE The Kenai City Council will convene in work sessions on the following dates: April 13, 1994 - Kenai Senior Center, 6:00 p.m. - Prioritize Goals & Objectives/Discuss 1994-95 Budget April 14, 1994 - Kenai Senior Center, 6:00 p.m. Discuss 1994-95 Budget April 18, 1994 - Kenai Council Chambers, 6:00 p.m. Discuss 1994-95 Budget The public is invited to attend and participate. Carol L. Freas City Clerk DATED: April 7, 1994 Publish: April 11, 13, 15, 1994 KENAI CITY COUNCIL GOALS & OBJECTIVES WORKSHOP April 13, 1994 KENAI SENIOR CITIZENS CENTER LIST OF INFORMATION ITEM A: GOALS & OBJECTIVES WORKSHOP NOTES (2/5/94) ITEM B: SHORT-TERM GOALS 1. Reference to Items 1 and 3 of 2/5/94 Short -Term Goals List (Assistant City Manager and unfunded mandates list): 3/23/94 TJM memorandum 2. Reference to Item 4, of 2/5/94 list (funding for two vans/Senior Center): 3/9/94 J. Hollier letter to Rep. Mike Navarre 3. Reference to Items 5 and 6 of 2/5/94 list (cost analyses of bid -ready plans and architectural rendering of library expansion): 4/1/94 KK memorandum, Paragraph 1 and attachments. 4. Reference to Items 7, 8, 9, 10, it and 21 of 2/5/94 list (regarding Parks & Recreation Department, camping, cost effectiveness, timelines for fee campground, etc.): 4/2/94 Kenai Parks & Recreation Department packet of information. 5. Reference to Items 13, 17, 18, 19, and 20 of 2/5/94 list (public safety generator, well improvements, street inventory/upgrading and sewer system improvements): 4/1/94 KK memorandum and attachments. 6. Reference to Items 14, 15, and 16 of 2/5/94 list (terminal carpet cleaning, re -bidding car rental lease development, and terminal carpet replacement cost analysis): 3/28/94 RAE memorandum. 7. Reference to Item 12 of 2/5/94 list (purchase of tanker truck): KFD Tanker #1 1994 Replacement Proposal. 8. Reference to Items 22 and 23 of 2/5/94 list (upgrade of dispatch computers and purchase of new car radios): DM justification of upgrade of computers and purchase of radios. 9. Reference to Item 2 of 2/5/94 list (computer system review and evaluation): {see TJM 3/23/94 memo and computer system reviews of Custom Computers of Alaska and Industrial Instrument Service, Inc. (IISCO)} -1- KENAI POLICE DEPT. 107 SOUTH WILLOW ST., KENAI, ALASKA 99611 TELEPHONE 283-7879 KENAI POLICE DEPARTMENT SCHEDULE OF FEES It is the policy of the Kenai Police Department to charge for requested services as follows: 1. Photocopying case reports: up to & including first 4 pages each additional page 2. Copying case reports from microfilm up to & including first 4 pages each additional page 3. Copying photographs 4. Copying of cassette tapes (blank tapes provided by requester) up to & including 3 tapes each additional tape 5. Copying of video tapes (blank tapes provided by requester) up to & including 2 tapes each additional tape $ 2. 00 . 50 $ 4. 00 1. 00 $1 5. 00 plus cost of photos 6. Reviewing of other evidence on premises ( viewing video tapes, listening to cassettes, etc.) first 1/2 hour each additional 1/2 hour $25. 00 $ 8. 00 $75. 00 $37. 50 $25. 00 $1 2. 50 All fees and materials must be received in advance of provision of copies or services. Checks should be made payable to the City of Kenai. rev 2/90 KENAI CITY COUNCIL GOALS & OBJECTIVES WORKSHOP February S. 1994 9:00 a.m. - 3:35 p.m. PRESENT: Facilitators: Charles Alvarez and Karen Van Horn Council: Smalley, Bannock, Bookey, Williams, Measles, Monfor and Swarner. Staff: Manninen, Freas Public: Leo Oberts, Kevin Walker and Roger Meeks INTRODUCTIONS: The facilitators and Council introduced themselves and gave a short review of their backgrounds. RULES FOR SUCCESS: Alvarez reviewed his "rules for success" in order to have an effective workshop. They were: 1. Face reality as it is, not as it was, or as you wish it to be. 2. Be candid with everyone. 3. Don't manage... lead. 4. Change before you have to. 5. Control your own destiny or someone else will. MISSION STATEMENT: An outline of a statement was presented to Council from Alvarez. It was: To better serve the citizens of Kenai through listening and leading; to ensure a prosperous future by balancing the wishes of the community with responsible management. Council reviewed other mission statements included in the packet (those of Marysville, MI, Soldotna and Kenai department heads). None of Marysville or Soldotna's statements were integrated. Council used a portion of the department heads' statement. Council's discussion included their desire to state they want development, but with careful planning; want responsible growth; environmentally safe; courteous service. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 2 Council's completed mission statement was: TO SERVE THE CITIZENS OF KENAI THROUGH LISTENING AND LEADING; TO PROMOTE GROWTH AND CONTINUALLY IMPROVE SERVICES BY BALANCING THE WISHES OF THE COMMUNITY WITH RESPONSIBLE MANAGEMENT. BREAK TAKEN: 10:20 a.m. BACK TO WORK: 10:35 a.m. ITEM B: DEPARTMENT GOALS & OBJECTIVES FINANCE DEPARTMENT - a. Personnel Director - Council discussed the advantages of adding a personnel director to the staff. Monfor used the hiring of the building official as a reason for it being advantageous to have a personnel officer on staff (hiring practices more consistent, etc.), also ADA requirements, family leave, etc. Walker suggested an assistant city manager could be involved in this. Williams stated he believed having a personnel officer on staff could save money in time, efficiency and cost analysis to pay for the position. Measles and Swarner agreed. Measles added the position has been discussed many times. Measles suggested the position could be an assistant city manager and the job description could be written to cover personnel functions, purchasing, etc. to make it a full- time job. FINDINGS: Swarner stated she would like to have the position added to the 94-95 proposed budget for consideration. Monfor suggested the item be returned to Manninen and Brown to develop a job description. The job title should be assistant city manager. Salary projections and job description should be brought back to council at the next workshop. Meeks approved of the position as a citizen. Meeks added the city needs someone to be in charge when the city manager is out of town, etc. b. Computer - Williams suggested the computer be listed as a five-year goal. Measles suggested having a computer expert evaluate the city's entire needs and for assistance in knowing what to do. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 3 c. unfunded Mandates - Manninen to compile a list of unfunded mandates and forward a copy to the AML, and Alaska state and federal legislators. The list should be available for the Council's next workshop as well. FINDINGS: a. Place Personnel Director/Assistant City Manager in 94- 95 budget for discussion. b. Place "computer evaluation" on short-term goal. Finance Department computer on long-term goal. KENAI VISITORS AND CONVENTION BUREAUF INC. Monfor stated the KVCB board has not yet reviewed or approved the goals and objectives included in the packet. Monfor stated she was not comfortable discussing the goals and objectives that have been compiled by one person. FINDINGS: Went on to next group. SENIOR CITIZENS CENTER Williams asked how much of general funding is the City responsible to put toward the Center. Manninen stated it is a stand-alone, self -enterprising function. Monfor corrected Manninen and stated he was talking about the congregate housing. Council was discussing the Senior Center. Monfor added the City has paid in -kind for utilities and employee increases. If the City would not pay in -kind amounts, the purposes of the grants and the grant monies would have to be changed. That would result in lost services to the seniors. Monfor suggested the Council investigate a tax for support of the Senior Center. Williams asked if they wanted to change the charter/code to allow for dedicated funds. Measles asked if the city can have services areas. FINDINGS: a. Short-term. Continue search for funding for two new vans. LIBRARY The possible addition to the library was discussed as well as the Library Commission's preparation of floor plans for an addition. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 4 FINDINGS: a. Short-term. Have Administration compile a cost analysis of bid -ready plans for an addition. b. Short-term. Get cost analysis for architectural rendering of the addition. C. Long-term. Library Commission to continue working on floor plan for library addition. PARRS & RECREATION DEPARTMENT a. Wellness Program - Monfor stated she believed it is needed. A program should not be offered to the Fire and Police departments, if not available for all employees. Measles stated the program must be developed in a manner the rest of the community believes is fair. b. Itinerant Camping - Discussion followed of whether it is the city's responsibility to have camping available. Swarner stated she is not sure the City should be putting money into a camping area for cannery workers. Swarner added she believed a tourism camping area is needed. Swarner suggested reopening the Forest Drive Municipal Park and have a host couple there to manage it. Monfor stated in the past, most of the people working at the canneries wanted to experience living in a tent, etc. This has changed in the last years. There are more migrant workers now. Monfor stated she believed the City will have to discuss this. The citizens may not want to pay for it. Also, the City has a responsibility in protecting the dunes. The City needs to take on the cost as a responsibility of the environment. Monfor added the Municipal Park was closed because the city was not maintaining it properly. Until it is maintained properly, it should be kept closed. Bookey stated he agreed with Monfor but thought the discussion goes back to management. Bookey added there have been problems with management not doing what Council wanted done. Bookey stated the canneries in the 70's supplied space for their workers. The canneries have a responsibility to continue to supply living space for them. Monfor stated if the cannery worker problem continues, the city has a responsibility to the citizens to be sure sanitation and GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 5 trash receptacles are available. An ordinance is in place (trash and sanitation on private property) and it needs to be enforced. Williams suggested a cannery campground be included in the five- year plan. Smalley suggested the city could be a pass -through agency for funds. BEAUTIFICATION Swarner suggested as a long-term goal to "clean house" in regard to the Beautification Committee. Also, the Council needs to look at the direction of flowers in the city. Maybe contract it out and city employees not be responsible for planting, weeding, etc. Discussion followed regarding placing a city greenhouse on property by ballfields and Extension Service garden plots. The greenhouse would be used to grow flowers for placement in city planters and flower beds. Swarner suggested the Beautification Committee be integrated into the Parks & Recreation Commission. Measles stated he believed the responsibilities of the Beautification Committee should be given to the Parks & Recreation Commission. The commission should be restructured by sunsetting the Beautification Committee and replacing some of the Commission members with some of the committee members. FINDINGS FOR PARKS & RECREATION AND BEAUTIFICATION: a. Long-term: Develop a wellness program policy for all city employees. b. Short-term: Establish a tourism/visitor fee tenting - only campground with management within the park and clean it up. C. Short-term: Itinerant Campground - Establish a committee to address the cannery worker issue. d. Short-term. Solicit information from Oregon regarding their camping programs and implement changes as needed. e. Short-term. Find cost effectiveness of contracting out flower work. f. Long-term. Have Beautification Committee develop a plan and method for cooperative work between the Extension Service and the City to place a greenhouse by garden plots/ballfields. g. Restructure the Parks & Recreation Commission by replacing some of its members with members of the Beautification Committee and sunsetting the Beautification Committee. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 6 POLICE DEPARTMENT FINDINGS: a. Short-term. Purchase new car radios. b. Long-term. Purchase of video cameras for police cars. C. Long-term. Additional personnel. FIRE DEPARTMENT Discussion followed regarding the replacement of Water Tanker-1. Also discussed was the forwarding of two City fire trucks to the Fire Training School for their training, but the trucks would remain available for City's use as needed. FINDINGS: a. Long-term. Develop a Training School) for use of two b. Short-term. Purchase C. Short-term. Develop a upgrade/repair or replacement of AIRPORT two-way system (with Fire fire trucks. of tanker truck. cost analysis for either the generator system. The replacement/cleaning of the carpet was discussed. Also the car rental agencies leases and leased areas. Williams suggested when one car rental agency pulls out, another should not be let in. Monfor stated she has made an effort to look at other car rental agencies at other airports as to the size of the spaces, the accommodations as a whole, etc. Monfor stated she has not found any that have dividers, glass partitions, etc. like those at the Kenai Airport. They are mostly a counter with a big sign (company name) on the wall. Williams suggested the re -negotiation of the car rental leases be bid on April 1 instead of July 1 due to the timing of when the agencies buy their new vehicles. Leo Oberts discussed his opinion the airport needs to be equipped for jet aircraft landing and regular flights. FINDINGS a. Short-term. Have a professional cleaning service look at the carpet to see if it can be cleaned and look better. Also their estimate whether the carpet will last another year. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 7 b. Short-term. Develop a new policy to re -bid car rental leases by April 1 with effective date of July 1. C. Short-term. Cost estimate of carpet replacement. d. Long-term. Incorporate airport report into five-year plan. PUBLIC WORKS Discussion followed regarding a new clarifier system, water wells, roads needing paving, and water and sewer needs in the city. Walker suggested a review of the process for quality assurance of paving jobs. FINDINGS: a. Long-term. Feasibility/cost analysis to design a new clarifier system b. Short-term. After new well testing okayed, develop cost estimate for a wellhouse facility and pipeline/hook-up construction to get water from the well to the existing system. C. Short-term (ASAP). Bring forth an inventory of roads needing paved -- center core, inner core, and outer core of city. d. Short-term (ASAP). Prepare a cost analysis for upgrading to gravel -standard and paving based on present dollars. e. Development a complete inventory of water and sewer system to be built -- center core, inner core and outer core of City. Prepare cost estimate for work needed in present dollar value. f. Long-term. An analysis of the city's street light program. g. Long-term. Erosion study. h. Long-term. Future development of a boat ramp in the Kenai River. i. Long-term. Pursuit of a boardwalk project with the State at 100% State funding. ADMINISTRATION: a. Bring together and get started on costs analyses. b. Get back together to review and set. C. Williams to correspond with Department of Interior regarding the acquisition/land trade of old Fish & Wildlife property to the city. If acquired, could be used for historic park. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 8 NEXT WORKSHOP March 26, 1994 at 9:00 a.m. was suggested for the next workshop. The workshop adjourned at approximately 3:40 p.m. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 10 24. Assist appropriate agencies in relocation of Public Health Clinic. 23. Parks & Recreation Department cooperate with businesses concerning beautification. LONG-TERM/FIVE-YEAR GOALS (LIST NOT PRIORITIZED) 1. Finance Department computer. 2. Library Commission to continue working on floor plan for library addition. 3. Develop a wellness program policy for all city employees. 4. Beautification Committee to develop a plan and method for cooperative work between the Extension Service and the City to place a greenhouse by garden plots/ballfields. 5. Restructure the Parks & Recreation Commission by replacing some of its members with members of the Beautification Committee and sunsetting the Beautification Committee. 6. Purchase of video cameras for police cars. 7. Additional personnel for Police Department. 8. Develop a two-way system (with Fire Training School) for use of two fire trucks. 9. Incorporate airport report into five-year plan. 10. Feasibility/cost analysis to design a new clarifier system. 11. An analysis of the city's street light program. 12. Erosion study. 13. Future development of a boat ramp in the Kenai River. 14. Pursuit of a boardwalk project with the State at 100% State funding. 15. Addition to Congregate Housing. 16. City greenhouse 17. Satellite fire stations 18. Replace airport carpet. 19. Investigate future funding sources (dedicated taxes, service areas, etc.) 20. Additional boat ramp facilities. 21. Continue to pursue boardwalk project with 100% outside funding. 22. Expand utilization of City Hall. GOALS & OBJECTIVES WORKSHOP FEBRUARY 5, 1994 PAGE 9 SHORT-TERM GOALS (LIST NOT PRIORITIZED) 1. Add Assistant City Manager/Personnel Director to staff. 2. Computer system review and evaluation. 3. Compile list of unfunded mandates (send to AML, State and Federal legislators). 4. Continue search for funding for two new vans. 5. Prepare cost analysis of bid -ready plans for library expansion. 6. Get cost analysis for architectural rendering of library addition. 7. Establish a tourism/visitor fee tenting -only campground with management within the park and clean it up. 8. Coordinate between Police and Parks enforcement. 9. Itinerant Campground - Establish a committee to address the cannery worker issue. 10. Solicit information from Oregon regarding their camping programs and implement changes as needed. 11. Find cost effectiveness of contracting out flower work (planting, weeding, watering, etc.) 12. Purchase of tanker truck. 13. Develop a cost analysis for either upgrade/repair or replacement of the generator system. 14. Have a professional cleaning service look at the carpet to see if it can be cleaned and look better. Also their estimate whether the carpet will last another year. 15. Develop a new policy to re -bid car rental leases by April 1 with effective date of July 1. 16. Cost estimate of carpet replacement at airport. 17. After new well testing okayed, develop cost estimate for a wellhouse facility and pipeline/hook-up construction to get water from the well to the existing system. 18. (ASAP) Bring forth an inventory of roads needing paved -- center core, inner core, and outer core of city. 19. (ASAP) Prepare a cost analysis for upgrading to gravel - standard and paving based on present dollars. 20. Development a complete inventory of water and sewer system to be built -- center core, inner core and outer core of City. Prepare cost estimate for work needed in present dollar value. 21. Prepare cost analysis, timelines and regulations for preparing a visitor (tourists) fee campground (tent camping only, Kenai Municipal Park) -- before May 1. 22. Computers/Police Department. 23. Purchase new car radios. CITY OF KE -/ Gil eapi&41 4 1 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 FAX 907-283-3014 by1ftro 1IIII1 1992 MEMORAMUM To: Mayor John Williams and City Council Members From: Thomas J. Manninen, City Manager-04V Date: March 23, 1994 �1�VV RE: City Staff/Dept. Heads' Responses to City council's 2/5/94 Short -Term and Long -Term Goals and Objectives Following are the responses to the short-term (non -prioritized) goals listing from the City Council's 2/5/94 goals and objectives workshop. 1. Add Assistant City Manager/Personnel Director to Staff: The City Manager respectfully requests a one-year moratorium on the implementation of this goal. That is, skip the FY95 budget. I need a one-year "consideration period" to thoroughly evaluate the benefits and costs of adding this position. Also, the fiscal timing is not right, even if it is justified, i.e., due to state fiscal restraints on the municipal assistance and state revenue sharing. Since this position would cost an additional $70, 000 to the proposed FY95 budget, I recommend deferring this action for at least one more year (FY96). Unless otherwise directed by Council, I am cutting it out of the FY95 budget. 2. City-wide Computer System Review and Evaluation: I have asked several computer consultants to review and evaluate the City's computer hardware/software and make recommendations. This RFP is a free service. The attached responses are summarized and evaluated for your consideration. I have asked Scott Kraxberger from the Kenai Peninsula College to do his evaluation. I am prepared to send a letter to the University of Anchorage system on his behalf for his local civic assistance and concerns in this study. Attached for your information are memos received from all ten (10) city departments detailing the existing computer equipment now in place. The departmental recommendations for upgrading, integrating and a rough estimate of cost is also attached. The computer consultants RFP-response, along with Mr. Kraxberger's analysis, is also attached for your consideration and prioritizing during the FY95 budget process. 3. Compilation of List of unfunded Mandates Previously Sent to Alaska Municipal League as well as State and Federal Legislators: See attached departmental lists of unfunded mandates that has AMBULANCE Ill Representative Mike Navarre Alaska State Legislature P.O. Box V (MS 3100) Juneau, Alaska 99811 Dear Mike, CITY OF KENAI KENAI SENIOR SERVICES 361 SENIOR COURT KENAI. ALASKA 99611 (907) 2a3-4156 Now that the session is nearly half over I thought it would be a good time to drop you a line concerning the possibility of funding the two vehicles we requested. Naturally, we all hope you will be able to obtain enough Legislative funds, for our district, that would enable you to designate the funding we need to purchase the new vehicles. If we can provide you with any additional information please feel free to contact myself or Pat Porter. Looking forward to seeing you when you come to town. Very truly yours, Joanna Hollier President Council on Aging CITY OF KENO ,3 .. Od eap" 4 4"ec& 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 FAX 907-283-3014 bcgtd ww�an 1992 MEMORANDUM TO: Tom Manninen, City Manager FROM: Keith Kornelis, Public Works Director DATE: April 1, 1994 SUBJECT: Short Term Goals FOR: Council Goals and Objectives Workshop SHORT TERM GOALS --i� #5 & #6 - Library Addition - Attachment A Emily DeForest has worked with Bill Kluge in describing what she wants for an addition to the library. See the attached letter from Kluge. Basically the costs are: Administration $ 4,000 Design 74,000 Inspection 36,000 Construction 886,000 Total $1,000,000 Note: Kluge estimated $1,800 for a color exterior rendering. #13 - Public Safety Generator - Attachment B I have placed $15,000 in the Shop, Repair & Maintenance budget for the "P.W. Budget Requests - What is Needed" to repair the public safety generator. This is based on Jahrig Electric Inc.'s February 28, 1994 cost estimate. Our shop foreman has given me a rough cost estimate of $50,000 to replace the generator and automatic transfer switch. #17 - Water System (Well) Improvements - Attachment C Jack La Shot has listed some short term and/or long term goals for our water system. He has also included a portion of Wm. J. Nelson & Associates "Water System Study." Page 2 April 1, 1994 Short Term Goals #18 & #19 - Street Inventory and Upgrading - Attachment D Jack La Shot, Rachel Clark, and Kathy Woodford have put together a spreadsheet that shows both a street inventory and upgrades. #20 - Sewer System Improvements - Attachment E Jack has listed some short and long term goals for our sewer system. He has also included some information from Gerry Allen on our wastewater treatment plant. Please keep in mind when evaluating these costs that because of many variables such as the amount of frost susceptible material, depth of water table, land contours, drainage, etc., all of the costs will be very rough estimates. Past history has shown drastic cost differences in estimates from different bidders and the engineer, even after the detailed engineering designs are completed. I think that Jack La Shot, Rachel Clark, and Kathy Woodford did an excellent job on the attachments. KK/kw KLUGE Q ASSOCIATES ARCHITECTS PLANNERS 130 Trading Bay, Suits 330 883.3888 Kenai Alaska 88811 March 17, 1994 Emily DeForest, Director Kenai Community Library 163 Main Street Loop Kenai, AK 99611 RE: KENAI COMMUNITY LIBRARY ADDITION Dear Mrs. DeForest: As requested, Kluge & Associates has assembled a professional team to develop the attached Architectural proposal for an addition to the Kenai Community Library. Our team is comprised of professionals we have used in providing services to the City of Kenai on past successful projects. We are confident that this group of professionals has the necessary depth of expertise and production capabilities to meet the requirements for performance on this project. Each professional team member has been provided with the scope of work noted on the following pages. After reviewing our proposal, feel free to call if you need any additional information or have questions. We look forward to working with the City of Kenai on this project and appreciate the opportunity to be of service. Sincerely, KLUGE & ASSOCIATES Atwx�c , Bill Kluge, rincipal Architect BK:tw cc: City of Kenai CITY OF KENAI KENAI COMMUNITY -LIBRARY ADDITION Professional Design Services Proposal March 17,1994 SCOPE OF WORK The proposed addition to the Kenai Community Library shall consist of a daylight basement and upper floor. Each level shall include approximately 2400 sq.ft. The upper level is to include book stack area, reading areas, public restrooms and a new mechanical room. The lower level shall include a children's reading area, a large meeting room comprised of approxi- mately 35% of the lower level floor area, and public restrooms. The intent is to maximize use of available area on this site. The lower level meeting room shall be accessible from Fidalgo Street. An elevator shall be provided for handicap access to three levels, the existing floor and both new floor levels. It is desirable to have the ability to view the addition areas from the existing building. In addition, the new construction work is to include modifying the existing main entry for better acces- sibility. The existing non -handicap access- ible restrooms, by the main entry, are to be incorporated into the librarian area for staff use. Construction systems shall consist of similar materials to the existing facility. Mech- anically, we proposed to have a new fan room with a new boiler for the addition. A central ventilation system will be utilized with hydronic baseboard under windows. Electrically we are assuming the existing electrical service, power panels, and fire alarm systems are adequate. New equip- ment shall be served by these existing elements. We propose to provide profes- sional services, for the above outlined scope of work, broken into phases as follows: Schematic Phase Architectural $5,430 Structural Engineering 2,380 Mechanical Engineering 2,650 Electrical Engineering 2,860 Cost Estimating 2,100 Color Exterior Rendering 1,800 Schematic Total $17,220 Design Development Phase Architectural $12,230 Structural Engineering 5,030 Mechanical Engineering 2,440 Electrical Engineering 1,670 Design Development Total $22,370 Contract Document Phase Architectural $17,130 Structural Engineering 4,010 Mechanical Engineering 4,180 Electrical Engineering 2,440 Cost Estimating 2,760 Contract Document Total $30,520 WISH". om Architectural $1,300 Structural Engineering 600 Mechanical Engineering 900 Electrical Engineering 800 Bidding Phase Total $3,600 Total Design Services Fee $73,710 Contract Administration Phase Architectural $24,680 Structural Engineering 2,340 Mechanical Engineering 4,180 Electrical Engineering 4,400 Contract Administration Total $35,600 KLUGE & ASSOCIATES Page 1 of 2 CITY OF KENAI KENAI COMMUNITY -LIBRARY ADDITION Professional Design Services Proposal March 17,1994 A suggested project budget for the Library Addition is as follows: 4,800 sq.ft of New Construction @ $150/sq.ft. $720,000 Elevator 50,000 Renovations: 500 sq.ft. @ $70/sq.ft 35.000 Subtotal $805,000 10% Construction Contingency 80.500 Estimated Construction Total $885,500 Professional Design Services $73,710 Contract Administration Services 35,600 Project Budget Total $994,810 The above professional services include all reimbursables with the exception of document printing costs, shipping charges and long distance telephone costs. Scheduling for this project should allow four months for professional design services, six weeks for bidding, and five months for a construction period. PROFESSIONAL TEAM Wm. J. Nelson & Associates Structural Engineering David H. Heusser Mechanical Engineering Bruce Mattson Electrical Engineering Clark/Graves, Inc Cost Estimating KLUGE & ASSOCIATES Page 2 of 2 A a13 GOALS & OBJECTIVES WORKSHOP KENAI PARKS & RECREATION April 2, 1994 SHORT-TERM GOALS 7. establish a tourisuiLv_isRor fee tenting -only etunnground with management ,within the park and clean it up. Management within the Park: Candace Ward and Bill Kent with file U.S. Fish & Wildlife Service along with Jack Sinclair front State Parks have been contacted regarding tent camping and the use of campground hosts. Bill Kent suggested we may have better luck obtaining a host that lives within our state, perhaps one front the Kenai area, Anchorage or Fairbanks. Candace and Bill agreed that it may be more challenging finding a host to participate given the fact that Municipal Park does not offer a "wilderness experience" that so many coming from the lower 48 are seeking. However, there are those that desire this type of location and it is just a matter of soliciting in numerous papers. It is probably a good idea to work close with personnel at the Visitor's and Cultural Center in trying to locate a desirable host.. Candace did give us the names and number of the following individuals who hoped to coute to Alaska to serve as hosts. lltese individuals expressed all interest with the U.S.F. W. Service but were refused clue to positions filled: Marilynn Borges/Bob Callagan 916-534-8378 Ahna Kaldor 602-785-9.154 Generally speaking, the U.S.F.W. Service pay their hosts $600-$700 per month and receive 2 consecutive days off throughout file week. State Parks l awe a comprehensive training program for their hosts which will become a niacin for many federal and State agencies. Hosts are generally responsible for light maintenance work, litter patrol, enforcement of park rules, greeting and passi►le ont m inforation to visitors. A percentage of campground fees collected go toward paying the host and a percentage toward maintenance and repair of the park. Because camping in Municipal will be itinerant itt nature and is relttlively small, it is doubtful that there will be enough money generated through fees to ensure a sustained bimonthly payment to the lost. Perhaps this is something that the City of Kenai could budget for and then the money collected through fees could be circulated back into this fund. Examples: Assumptjoia 24 weeks (camping available May 25 through September 15) 114 camping clays charge $5.00/day 5 day en ntpitng limit (27 periods) $25.00/5 day period pay host $600.00/month 13 as-e d- vl La.3j aY-iv-g—sly)U Operating (O, 100% capacity for 4 months: 19 campsites x $15.00 fee x 27 total camping periods = $7,695.00 total generated $7,695.00 generated - $2400.00 total payment to lost = +$5,295.00 Operating <a.) 50% capacity for 4 months: 9 campsites x $15.00 fee x 27 total camping periods = $3,645.00 total generated $3.645.00 generated - $2400.00 total payment to host = +$1,245.00 Dialysis: Based on the above assumption, we would have to operate at least a 35`c capacity for the entire 24 weeks (3 day avg. stay) to ensure that revenue generated would cover cost of host. If we decide to pay our host, and I think we'll have to, and the City of Kenai does not want to budget for a host, then we will hive to ensure that this will be a self-sustaining operation. Other possible incentives for our host other tlian a salary could be free passes at the Rec. Center (shower, sauna. wt. room, gyro) and perhaps free laundry cleaning at one of the local laundry mats. 8. Coordinate between Police and Parks enforcement. Contact has been made with Police Chief Dan Morris. He stated that they have budgeted for and plats to staff one summer enforcement police officer and Ihal a coordinated effort between KPD and Parks would take place. Perhaps if we find a campground host, the KPD staff could provide training or at least provide written i nformation/guidlilnes for host on how to deal with public under certain situations. 9. Itinerant campground - Establish a counnitlee to address the cannery worker issue. We do not feel we are in a position to form a committee concerning this issue, especially without having some clear objectives as to what the City of l:enai wishes to accomplish concerning this matter. to. Solicit infor-nation from Oregon regarding their cntn_ hig programs_ and implement chaug�es as needed. Contact was made with the Executive Director of the Oregon Park and Recreation Association and we are waiting for a response. It. Find cast effeetiveiiess of contracthig cut flower Nvork (ptantung,, w•eccling, Nvatering,gjej. We contacted Booth L-undscaping about all of our flower plau(i1ngs (excluding those being handled by the Beautification Committee). We gave him the number of plants and the areas and included a watering and weeding schedule. He gave us a lunup sum price of $16,500.00. In looking at our costs, our budgeted salaries for Beautification is $19,000.00. People hired in the summer tna_y spend lialf their time with fl(nvcrs with the balance in mowing and watering grass and other maintenance. Cher flower costs for 1.993 were $5,782.72. I'm sure that if we contract and specify types of flowers that a contracted price would go up. We also had people watering on some weekends last year because of the extreme dryness. 1Unother factor that is difficult to put a value on is the four or five jobs we provide for young people of the community and the pride they take in making Kenai beautiful. 21. Prepare cost __analysis,__tin>elinc slid t-egulsaliottns for_prehai' sa visitor (tourists fee caruppvui>d tent ctunping onlYTKenai . A_luniipaam el Park 11_fu�1. COST ANALYSIS: A. Road Upgrades Roads within the park need to be built up to grade by applying approximately d inches of pit -tun gravel over existing road and graded Goad maintenance/upgrade will be performed in-house with assistance of Street Dept. Crews). Gary Hollier (262-9785) was contacted on March 22nd and quoted us $2.50 per cubic yard for his pit -runt gravel. A total of 382.3 cubic yards of gravel will be needed to complete road upgrade project for a suut of $955.75. Eabnated daterial Costs: 31,000 sq. ft. x .333 (4" depth) / 27 = 382.3 cu. yards x $2.50 (cost of gravel) = 95.5.75 B. Campsite Pads Pads will need to be built up to grade with approximately a 4 inch depth of gravel. Work can be performed in-house by utilizing Back -hoe, .loltn Deere 'Tractor, and. a flat bed pick-up. Pit -run gravel can be used at a price of $2.50 per cu. yard. Approximate dimensions of parking pads are a folloN s: Site;il20AQAul! Approx.-Dituettsions l host site 25' x 60' 2 multi-fantify sites 20' x 30' 17 single fiumily sites 15' x 15' -,'One site is designated as handicap accessible and provides easy access to restrooun facility. Estimated Material Costs: 2,325 (total area) x .333 (4" depth) / 27 = 28.6 total cu. yds. x $2.50 (cost of gravel) = $71.00 total cost C. Daytime Parking - Proposal Additional parking should be provided close to playground area to aecontntodate daytime users (one space should be designated for handic.ipped parking). A stuall lot (7 car capacity) which imposes minimal impact and tint too obtrusive should be considered - lot can always be expanded in future as needs arise. The area that could be considered is located south of the playground area as one enter through the main entrance. Not only is this site located hear play area, but if in the future we receive money for restrooms, we could place one restrooru at site #17. 11nis location would provide visibility from Forest Dr. and by neighborhood residents (reduce probability of it getting vandalized) and is close to the playground. Estiutated Material Costs for a 25' x 60' parkinglol;- 1500 (total area) x .15 (6" depth) / 27 = 27.7 total cu. yds. x $2.50 = $69.25 total cost Site work needed: 1. Fifteen - twenty trees removed by use of chain saw (wood can be used for firewood in campgrounds). 2. Front-end loader and clump (tuck will be needed to rennove and dispose of tree trunks and top soil. 3. Dint/sand (no associated cost) brought in, platuied with front-end loader and gravel spread and compacted. D. Ranger Station Parking Temporary parking will need to be provided near campground host and ranger station to aecommnodate new arrivals and visitors. There is a stuall parking area already existing near proposed host site but may need slightly enlarged. Gravel costs are included in Sect. A (Road Upgrades). E. Ranger Station "Swede" Freeden (St. Dept./Dock) estimated the costs of materials of his station he built for the City Dock to be around $200.00. "Swede" stated that if given the time, lie could build one for the Parks Dept. F.stiutat�si_MttteriaLCs��ts� Materials - $200.00 Cement/concrete slab (3 x 3 slab, 1 x 1 footing) - 38.65 Paint (supply on hand) —001-04 $238.65 total cost F. Campground Host Site Location of site should be in an area that allows host to monitor traffic, is easily accessible, and can easily be located by park visitors. Proposed site will allow this but will need to be developed to acvonnmodate a large vehicle (r.v. , camper). l:stunated gravel costs have been calculated in Sect. B (Pal -king Upgrades) but site will need developed (tree clearuig, top soil removed, and possibly dirt/sand hauled in. G. Restroom Improvements Restroom facilities will need to be painted (interior & exterior), windows screened, and 'interior door locks installed. A handicap accessible trail should be installed from Handicap site to restrooni. EafmtateALM krill — i)sts: Paint (white) - approx. 270 sq. ft. x 2 = 540 sq. ft. 2 - 1 gal. cans x $20.00 = $40.00 Paint (Navajo Red) - approx. 270 sq. ft.. x 2 = 540 sq. ft. 2 - 10 gal. cans x $88.99 = $177.98 1 - t gal. can of "red bartt paint" x $20.00 = $20.00 2 - 1 gal, can of linseed oil x $17.99 = S35. 98 Door Locks - $4.00 x 2 = $8.00 Screening (48" x 48")- $6.83 Total cost: $288.79 'Quantity of paint is enough to paint covered table, covered bench, and iron t' tiger. H. Covered Table Area Shelter will need to be stained and a small section of the metal roof nccds replace. A gravel and dirt mixture should be installed for interior t,ronnd coverage and retained by 4" x 4" treated lumber. Perhaps if money is availoblr, a concrete slab with a ramp could be installed. A small lawn could also Ihv established around the shelter area. b�tintat�'d�Material_�sts;_ 4" x 4" treated lumber - 2 - 8' x S L 1.67 = $46.00 2-10'x$14.54=$Sa,W Total: $104.00 *Sifted gravel & dirt - no associated cost 1. Covered Bench Area/Trail Covered bench will need to be painted and some 2 x 4's replaced. Area surrounding bench could be developed by establishing grass and maintaining if by mowing and trimming. Site would also be suitable for a picnic table and 1313(� grills. Trail leading to beuch area should be maintained and upgraded by installing a gravel/dirt base. Est i►iiated_1V_laterial_Coyts:. 5 (5ft 2 x 4's) x $7.00 = $35.00 Sifted gravel & dirt - 1,600 sq. 1t. x .5 / 27 = 29.6 cu. yds - no associated Loss Total Costs - $35.00 .1. Fire fits and Picnic Table Replacements A total of 15 fire pits will need to be purchased along with 11 picnic tables to in order to furnish all sites. Site designated for handicap nse should be equipped with a wheelchair accessible table (top extended 2ft. on one end). Thomas Burck, head of the vocational Dept. at KCHS, has been conlacted concerning fire pits and picnic tables and stated that his students could build tliese - see attached. Pstitinateci cysts_ Fire pits - 15 x $76.00 ea.(24" 1/4 stock) = $1,140.00 Picnic Tables - t 1 x $150.00 ea. (6' table, 30" wide) = $1,650.00 'Dotal Cost - $2,790.00 *The U.S.F.W. Service inay have additional tables mid fire pits that we could acquire (8 tables, 6 fire nits). Additional trash barrels (2 for every 4-5 sites) v.111 need to be acquired. I3�rrels shouted be kept off the road and secured and placed on a gravel pad (6' x 6' area). K. Signage Park signs will be needed throughout park. Frontage sign should be replaced, two handicap parking signs uistalled and one sign displaying park rules. Bulletin board should also be replace, perhaps with one(fiathas a covered roof and locking panels. L. Frontage Landscaping Some general landscaping should be performed under frontage sign. EsOnateA _l meriil_CmtK Flowers/shrubs - $75.00 - $100.00 Additional Considerations: Park benches for Playground area, picnic tables for turf area, sanded volley ball court (south end of park), basketball court (south end), picnic shelter near playground area, horse shoe pits. '111N1ELINESS: REGULATIONS: The following are suggested regulations and guidelines for Park use: CAMPING SEASON: Mid -May through Mid -September (15 weeks) TYPE OF CAMPING: Tent camping in designated sites only. Violators will be evicted immediately. RESERVING A SITE: A emupsite may be reserved inn-petson only be selecting a site mid depositing envelope with fee included in the iron ranger (located at host site). Maximunt campsites reserved per request is 1 site. Five d:,y maxiruuni stay. Campers must exit for a 24 hour period prim- to reserving another site. CAMPING FEE: $.5.00 per night - no refunds CHECK 1N / CHECK UI IT TIME: Campers may check in any time. Check out tune is 3 P.11I. CANIP CLEANLINESS: Campers must keep their sites clean, orderly, and maintain a saritary condition at all times. "TREE CUTI'ING: Cutting of live trees for personal use is strictly prohibited. Violalors should be evicted uumediately. Perhaps we could make contact with someone who sells firewood and ask if they would be interested in making regular scheduled visits to cannpground. We should also find out if one of the local stores «will lie selling firewood. Campers could then be notified as to where to purchase wood. Perhaps a reforestation effort could be initiated to replace w1ml has alrcadv been removed, especially along the ridge as one enters through the park. ALCOHOL: Alcohol should not be allowed in Park mid stric.kly enforced all year. FIRES: Fires are only allowed ill fire pits furnished by the City - burning ill nou- designated areas should be strictly enforced. SPEED LIMIT: Speed limit throughout Park should be set at 5 miles per hour. OFF ROAD VFMCL.ES: ATV'S, motorbikes and snow machines should not be allowed in Park. This should be enforced all year long - much of tite vegetative growth is being destroyed and unwanted paths are being created. PARKING: Parking should be allowed in designated areas only and unattended vehicles should be towed inunediately. QUIET CMUTW: A quiet curfew should be implemented. " Me more important Park rules should be posted near entrance and/or at campground host site on a bulletin board structure or sign. Rules would also be passed out by hosts along with other visitor related innformation CITY OF k 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 ~ TELEPHONE 907-283-7535 FAX 907-283-3014 kylamd a►r.mar 1992 MEMORANDUM TO: Tom Manninen, City Manager FROM: Keith Komelis, Public Works Director DATE: April 1, 1994 SUBJECT: Short Term Goals FOR: Council Goals and Objectives Workshop SHORT TERM GOALS #5 & #6 - Library Addition - Attachment A Emily DeForest has worked with Bill Kluge in describing what she wants for an addition to the library. See the attached letter from Kluge. Basically the costs are: Administration $ 4,000 Design 74,000 Inspection 36,000 Construction 886,000 Total $1,000,000 Note: Kluge estimated $1,800 for a color exterior rendering. — #13 - Public Safety Generator - Attachment B I have placed $15,000 in the Shop, Repair & Maintenance budget for the "P.W. Budget Requests - What is Needed" to repair the public safety generator. This is based on Jahrig Electric Inc.'s February 28, 1994 cost estimate. Our shop foreman has given me a rough cost estimate of $50,000 to replace the generator and automatic transfer switch. -4 #17 - Water System (Well) Improvements - Attachment C Jack La Shot has listed some short term and/or long term goals for our water system. He has also included a portion of Wm. J. Nelson & Associates "Water System Study." Page 2 April 1, 1994 Short Term Goals #18 & #19 - Street Inventory and Upgrading - Attachment D Jack La Shot, Rachel Clark, and Kathy Woodford have put together a spreadsheet that shows both a street inventory and upgrades. #20 - Sewer System Improvements - Attachment E Jack has listed some short and long term goals for our sewer system. He has also included some information from Gerry Allen on our wastewater treatment plant. Please keep in mind when evaluating these costs that because of many variables such as the amount of frost susceptible material, depth of water table, land contours, drainage, etc., all of the costs will be very rough estimates. Past history has shown drastic cost differences in estimates from different bidders and the engineer, even after the detailed engineering designs are completed. I think that Jack La Shot, Rachel Clark, and Kathy Woodford did an excellent job on the attachments. KK/kw February 28, 1994 TO: CITY OF KENAI FROM: JAHRIG ELECTRIC, INC. WILL J. JAHRIG `Wed N RE: 190 kW GENERATOR - KENAI F1RE/POLICE DEPARTMENT I was called to KPD to locate problem with the Generator Set. There was no voltage and also a transfer switch malfunction. After trouble shooting the problem we found the cause was a bad voltage regulator which in turn caused two low voltage relays in the transfer switch to go bad. Parts for transfer switches. regardless of the make or age of the transfer switch are not stocked items in Alaska and must be ordered from the Eastern U.S. The voltage regulator is readily accessible in Anchorage. Also replaced were several smaller components which are also readily obtainable. These parts are still being used in generator sets sold today. This unit is still serviceable and has many hours of use. Craig Taylor has load tested the unit and it tested to 350 amps which is the highest range the Craig Taylor test would read. The unit is rated at 585 amps. The generator set performed perfectly. The Kenai Fire Dept. and Police Department use about 100 to 150 amps during emergency situations. It was mentioned that a new unit was needed to replace this one because it would only put out 400 to 450 amps. In my opinion the unit you presently have is more than enough power for the existing building. The existing unit also; 1) Starts immediately every time, 2) Is located in a heated facility, 3) It has been maintained fairly well. 4) It has_approximately 2500 to 3000 hours of operation and is capable of approximately 20,000 to 30,000 hours, 5) Most of small electrical componets have been replaced do to voltage regulator problems. Preventative maintenance could be performed to guarantee the smooth performance of the generator set in the future. fhe roilowmg is a list of items to be done. 1) The generator portion needs to be cleaned of lint and dirt buildup. Cost would be approximately $500.00 2) A governor pump assembly could be installed with new injectors. These items are available from Caterpillar and would cost approximately S2,500.00. A check of the turbo charger might also be done. 3) The location between the generator and the transfer switch is only 22 inches and Osha Safety Standards require 36 inches. There is enough room in the building to move the generator 14 inches towards the outside wall. Labor and material would be approximately $8.000.00. 4) Weekly or monthly test start ups This existing generator set is in good condition and with the cleaning and installation of the governor pump assembly, new injectors and possibly the turbo charger the unit has marry hours of operation i� So a If you have any other questions, please give me a call. Sincerely, Will J. Jahrig Jahrig Electric, Inc. 2) Z ,So 0 3� g O 00 d 6 a/a CITY OF KENAI Od 6?C4fJi1CJ 4 41444a 11 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 _ FAX 907-283-3014 �d AFM.oa '�IIII 1992 MEMORANDUM TO: Keith Komeiis, Public Works Director FROM: Jack La Shot, City Engineer DATE: March 31, 1994 SUBJECT: Water System Improvements FOR: Goals and Objectives Workshop As requested by Council and the City Manager, we have identified some short and long term goals for improvements to the water system. We now have available the study contracted out to Bill Nelson to use in evaluating some of the hydraulic and supply deficiencies within our system. I have worked with Oran Wooley at Nelson's office in supplying accurate input information and to keep their work consistent with what I understand are city goals and objectives for improvement of our system. Everyone must realize that while this study provides excellent hydraulic modeling through the Cybemet Version 2 software, it does nothing to evaluate water quality. It may, however, allow us to maximize water supply, whether existing or developed, that we see as higher quality, as explained later. The issue of water quality appears to be two -fold, of aesthics (color) and of whether the city will be required to eventually treat our deep well supply because of the new Surface Water Treatment Rule mandated by the U.S. EPA. The State of Alaska is supposed to evaluate all community groundwater systems by June 29, 1994, and notify us whether we have been designated as a ground water under direct influence of surface water. However, I doubt the state will meet this deadline with their current work load and anticipated budget problems. Depending on the outcome of the evaluation and any required monitoring, we may be required to begin filtration of our supply. All water system improvement planning should be accomplished with the possibility kept in mind that we may be treating our water. Our current exploration for clearer water is fine, so long as any new wells are located such that they can be treated along with existing supplies. Also, we must remember that even should we locate clearer water, the correlation to surface water may still be established. I have attached, for use at the workshop, the first two sections of Nelson's report (the entire study is available in my office) which provides the best information for setting goals. Page 2 Water System Improvements March 31, 1994 Short Term Goals The number one priority recommended (page 26) involves primarily, control work at the well houses, underground well house, public safety building, and the sewer treatment plant, to maximize our existing supply and distribution system. We have suspected for some time that this work was needed, but could not be specific until the model was complete. We have already begun providing the capability to control system elements with our in -progress telemetry/monitoring project. The SCADA system and computer software will give us the capability to install control equipment necessary and operate that equipment from one location (STP) based on pressure sensing at key locations. The controls will allow us to better utilize our existing system to increase total supply from the wells; increase supply from well house number 1 (with clearer water) during non -peak periods; to maintain water storage at the 3,000,000 gallon tank, and to give consistent pressure and fire flow throughout the system. The costs identified ($192,000) is in line with the City Manager's memo dated March 23, 1994, concerning expected funding levels. With $211,665 possibly available, we could also continue the exploration we have already started. We now have an active $10,000 purchase order for another test well. The next short term goal identified is the construction of four sections of water main to create loops. The loops will increase pressure and fire flow locally. Our ISO rating may be improved with the loops and controls. The total estimated cost of the four loops is $460,160. 1 would recommend to do the Mommsen Subdivision loop ($168,960) in a combined capital project, at some point in the future, to include sewer collection upgrades, street upgrades, and a larger water main to serve the growing prison Wildwood situation. The three remaining loops, minus the Mommsen Subdivision loop, would cost approximately $291,200. Also identified in the study were loop closures at Tinker Lane and Aliak Street. We have designed these into the Spur Highway Crossings project and included the costs there. Long Term Goals Longer term goals include different scenarios of new wells and ways to input the new supply into the system. The development of a well near our existing wells appears to work well even if we eventually need to treat our supply, due to the probability of centralized treatment and unknown costs for individual treatment. The new well could be treated with the others or one or all could be discharged to the 3,000,000 tank at the airport with construction of a large line and a treatment facility. At Page 3 Water System Improvements March 31, 1994 some point, a loop around Beaver Loop is a possibility as it will open up some new service area, provide for more well locations within the Beaver Creek Aquifer, and improve system hydraulics. The various options are costly and require the knowledge of whether we need treatment. A realistic longer term goal, however, is to explore further, and possibly develop, a well and well house near our others for approximately one million dollars. We have some encouraging test results from the artesian test well about 300 ft. from well house number 2. If this well (or a new one by it) could be developed, we could get water to the existing well number 2 for probably in the range of $100-200,000. We need to proceed with caution, however, due to higher than expected levels of arsenic and manganese. The levels are 0.043 mg/I and 0.066 mg/I, respectively, from the test. The arsenic level is lower than limits set by the state (0.05 mg/1) however the state may not let us develop it, as historically arsenic levels increase over time with well use and development. The level for manganese is higher than state limits (0.05 mg/1). Further work with this well is recommended before serious consideration is given to its use. Expansion of our system to new areas of the city has not been addressed in this report, however, any chosen expansion could be accomplished for around $80/1-F. There are many areas to expand the system, both within the existing grid, and out into new areas, such as we are doing in Thompson Park. J Ukw C 3147 CITY OF KENAI n Oil CCpdd 4 414r6d" it 210 FIDALGO AVE., SUITE 200 KENAI. ALASKA 99611-7794 TELEPHONE 907-283-7535 FAX 907-283-3014 C-dft-d MEMORANDUM To: John Williams and Members of the City Council From: Thomas J. Manninen, City Manager l�v Date: March 23, 1994 RE: Governor Hickel's Proposed FY95 Capital Matching Grant Program; $211,665 for Water System Improvements The City of Kenai is included in Governor Hickel's proposed capital matching grant for $211,665 for water system quality improvements. As you know, according the City of Kenai's request for state grants in the FY94/95 capital improvement project budget, the water system quality improvement was estimated to have cost $2 MILLION. This is approximately 11% of the total requested amount. Furthermore, currently zero (0) dollars are budgeted in the FY95 proposed state budget to supplement the $211,665 capital matching grant amount, i.e., in DEC or other budget sources. This proposed $211,665 figure represents only 11% of the original City of Kenai request for FY95 capital improvement monies for this project. Also, the City would have to match a dollar -for -dollar amount of $211,665; the total matched project would be just 22% of the total initial estimated water improvement project costs. Therefore, the challenge becomes one of either making this a multi- year project or segmenting the project into parts that can be accomplished annually and still make sense as far as the overall water quality improvement program that was initially foreseen at the $2 million level. A suggestion might be to implement the new well, new pumps and integrate that into the City's system and pay for that with the capital matching grant as well as the City's grant. The total of this would be $423,330 for FY95. This would represent a 50%/50% state and local split. I am hereby requesting the Public Works department to come up with a proposal to segment the water system quality improvements into a multi -year project. Thus, it can be accomplished with significant annual results for the next three years. After the three years, the $2 million project would be accomplished either on a matching basis or, if state and federal funds are available, on a lower local match to state match would be incurred. I am requesting DPW/Administration to pursue this water quality improvement in FY95 and to investigate/apply for applicable federal/state matching grants by using this FY95 governor's capital matching as "seed/matching" money. cc: Keith Kornelis Jack La Shot Co. 4/97 CITY OF KENAI ., cd eCn q >QZr4,11 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 FAX 907-283-3014 !cad 'lull 1992 !;-" YCO) To: Keith Kornelis and Jack La Shot ,� From: Thomas J. Manninen, City Manager��' Date: March 23, 1994 11i RE: UPDATING WATER SYSTEM QUALITY IMPROVEMENTS FY95 -- CAPITAL MATCHING GRANTS: KENAI; $211,665 OPTIONS: 1) SEGMENT PROJECT INTO THREE YEARS; 2) DEFER ACTIONS UNTIL $2 MILLION APPROPRIATED. CITY MANAGER RECOMMENDS SEGMENTING THE WATER IMPROVEMENTS INTO THREE YEARS. Per my attached memo to the City Council, please update the water system quality improvements to include water distribution improvements that would be able to take advantage of the City's new water well exploration and development program that the City is undertaking in FY94/95. Also, utilize the water system recommendations. City Council direction/authority is needed in William Nelson's Kenai water study in your considerations for action in FY95. I request the City Council's ratification of this action. Approving a three-year plan by upgrading water quality and giving overall policy direction and fiscal authority to proceed by segmenting the project into elements that are achievable for water system improvements in FY94/95 within the state capital matching budget and the City's local matching share. If not, then the action would be to forego any activity on the water system quality improvements until the entire $2 million is available through a combination of other sources and City matching funds. I recommend against the latter course of action, as the needs are apparent, have been identified and can be proactively resolved with good engineering, planning and financing, all of which are available and waiting for the Mayor and City Council's direction. I recommend proceeding on the former segmenting of the project to implement the water well on the capital matching grant and local monies in FY94/95; however, at the same time proceeding with applications for future DEC and State of Alaska and other capital grant resources if available. Attachment: Governor's FY95 co -matching grant memo C 51qj WATER SYSTEM STUDY for the CITY OF KENAI OF �r •• ti �z 49th WILUAM J. NELSON t ,C CE - 5460 Prepared By: Wm. J. Nelson & Associates 215 Fidalgo, Suite 244 Kenai, Alaska 99611 March 28, 1994 C IIql TABLE OF CONTENTS Introduction/Scope 1 Methodology 2 Water System Facilities 5 Water System Analysis 8 Conclusions 17 System Modification Options 19 Recommendations 26 Planning Level Cost Estimates/Drawings Figures: 1 - Hydraulic Grade Line 2 - Wellhouse No. 1 & No. 2 Pump Curves 3 - Underground Wellhouse Pump Curves Appendix 1: Cybernet Fire Flow Analysis Appendix 2: Cybernet System Pressure Analysis at 1100 gpm flow Appendix 3: Cybernet Input Data Appendix 4: City of Kenai Water System Maps/Graphical Model INTRODUCTION/SCOPE The City of Kenai has experienced periodic water shortages and low pressures at various locations in the City water system. During the summer months of 1993 the City of Kenai's 3 million gallon fire reservoir was repeatedly drawn down to meet domestic water demand and maintain pressure throughout the system. On several occasions, it was necessary to manually turn off the distribution booster pumps at the fire reservoir pumphouse, often referred to as the 'underground wellhouse' , in order to allow the reservoir to refill. This resulted in line pressure falling below 20 psi at some locations in the westerly part of Kenai. This study was undertaken to determine whether the water shortage is a result of inadequate water supply; distribution system deficiencies; insufficient storage capacity; or some combination of these three factors. C SI'17 METHODOLOGY Method of Analysis The Kenai water system was analyzed by a digital computer model analysis using Haestad Methods Inc. "Cybernet Version 2" software for design and analysis of pressure flow piping systems. Cybernet allows the user to construct a graphical representation of a pipe network in an Autocad drawing environment. The pressure network is solved using a numerical modeling engine featuring KYPIPE2 computational algorithms. Output from Cybernet includes reports, color coded network mapping, contouring and profile/graph generation. The Cybernet software consists of four elements: > Extended Autocad Graphical Editor with Smart Snap allowing the modeler to construct the model graphically using the extended Autocad graphical editing environment. > Modeling Control Center that allows the user to formulate alternative operating and design scenarios. > Numerical Model adapted from the KYPIPE2 model, representing state of the art pressure network modeling. > Results/Presentation Management featuring advanced integrated capabilities for generating contours, profiles, color mapping, 3d meshes, and bar graphs. Graphical Model The Kenai water system was modeled using existing City water system maps. The maps were prepared at a scale of 1 " = 200' for this project. The 2 G 9 114 7 entire City system is shown on several sheets. The mapping includes a coordinate grid system that allows for accurate matching from one sheet to the next. Half size sheets at 1 " =400' are included in this report. Graphical data entry consisted of digitizing individual sheets from the water system maps to create a comprehensive map database of the entire City of Kenai water system. Information entered into the database includes; Pipe location, length, size, material and connectivity; Location of valves and fire hydrants; Water supply location, and; Water storage location. Demand Characteristics City of Kenai water use and billing records were obtained in order to establish domestic demand. Monthly water consumption records were obtained for Wellhouses 1 and 2 for the years of 1991, 1992, and 1993. The records were used to compute average and peak daily production at each wellhouse. Based on an analysis of three years records, average daily design demands and peak demands were determined for the present Kenai population. Water use records revealed that peak domestic demands typically occur during the summer months. The peak monthly domestic demand for Kenai in 1993 occurred during a 30 day period in June/July. The total monthly demand was divided by the number of days to arrive at a daily demand of 1.16 million gallons per day (mgd). The 1993 peak month demand was assumed to be representative of design flow rates and was therefore used as the demand rate for this study. The daily flow rate of 1.16 mgd is equivalent to a 24 hour average flow rate of approximately 800 gpm. a 10/q7 Applying a peak instantaneous flow rate factor of 1.9 results in a peak instantaneous flow rate of 1500 gpm. Water service billing records were used to determine the location of domestic demands throughout the system. Metered services were assigned demand flows based on historical data for each particular service. Unmetered residential services were assigned an assumed daily demand. Domestic demand was then applied to the model at "demand nodes" located at pipe intersections, and based on the actual number of residential services located within the vicinity of each particular node. This method of appropriating demand loading resulted in an accurate representation of actual domestic demand flow throughout the system. i WATER SYSTEM FACILITIES Water Supply Water for the City of Kenai is provided by two wells, each contained in a separate well house designated Wellhouse No. 1 and Wellhouse No. 2. respectively. Wellhouse No. 1 is located on the South side of the Spur Highway, approximately one and a half miles West of the intersection of the Kenai Spur and Beaver Loop Road. Wellhouse No. 2 is located near Beaver Creek, on the North side of the Spur Highway, at the intersection of Beaver Loop and the Spur. Both wells are generally located in East Kenai and are apparently supplied by the Beaver Creek Aquifer. At each wellhouse, water is pumped from the well via multi -stage turbine pumps and is discharged at atmospheric pressure into a 24' diameter x 18' high day tank located inside the wellhouse. Water level control switches connected to distribution line pumps limit the usable volume in each day tank to approximatelv 54,000 gallons. In both wellhouses the water is pumped out of the day tank, into the distribution system, using three, horizontal shaft, centrifugal line pumps configured with alternating "lead/lag" controls. Line pumps in Wellhouse No.I are 30 horsepower. Line pumps in Wellhouse No. 2 are 40 horsepower. Well pumps in both wellhouses are controlled by electrical level sensors in the day tanks. Line pump controls consist of adjustable pressure switches. The settings on the pressure sensing controls in Wellhouse No. 1 and 2 may not accurately reflect actual conditions in the system. Distribution System A single twelve inch diameter underground water transmission main currently carries all of the water from both wellhouses to the City's underground water distribution network. Most of the distribution network and most of the water demand is located West of the wellhouses. A twelve inch diameter transmission main also runs East from Wellhouse No. 2 towards Thompson Park. A distribution network does not currently exist in the Thompson Park area, although construction of a water distribution and sewage collection system is scheduled to begin in 1994. It is approximately 2 miles from Well House No. 1, at Beaver Creek, West to Swires Road, where the water system distribution network begins. Proceeding West from Swires Road to Candlelight Drive, there are several unlooped laterals with dead end runs. From Candlelight Drive to Walker Lane, there are several looped mains that effectively provide a transmission main on the North side and on the South side of the Kenai Spur. There are also many dead end laterals within this area. The two mains are cross connected near the intersection of Walker Lane, the Kenai Spur, and Airport Way. West of Walker Lane, the remainder of the system is relatively well looped. Water Storage Facilities Water storage facilities consist of one, three million gallon tank located at the south end of the Kenai Municipal airport. This location places the tank at the approximate center of the Kenai water system, both in terms of 6 G 1,3147 proximity and demand. The 3 million gallon tank is intended to act as a reservoir to meet emergency fire flow demand. The pumping facility for the storage tank (the Underground Wellhouse) consists of 3 Paco line pumps connected to 50 horsepower electric motors. There is a four inch bypass line around the three pumps fed by system pressure, which provides the only means of filling the storage tank. C 114 JV WATER SYSTEM ANALYSIS Well Houses The available pump curve information for the line pumps in both well houses did not appear to fit known conditions that were determined by test pumping. Test pumping performed at both well houses enabled the derivation of pump curves based on actual conditions. The pump curves based on field tests were used for modeling the system on Cybernet, and are shown in Figure 2. Wellhouse No. According to City records, during a 28 day, peak use period in June and July of 1993, Well No. 1 produced 12,381,000 gallons of water. This well has the capability of producing 20,160,000 gallons in a 28 day period while running at a maximum sustained rate of 500 gallons per minute, for 24 hours per day according to field data gathered during this study. Therefore, Well No. 1 produced only 61 % of its maximum capacity during the peak use period. Analysis of power consumption by the line pumps in Well House No. 1 also indicated that the line pumps ran at approximately 62 % of their maximum capacity during the same 28 day period. Wellhouse No. 2 According to City records, during a 30 day peak use period in June and July of 1993, Well No. 2 produced 21,448,500 gallons of water. This well has the capability of producing 43,200,000 gallons in a 30 day period while running at a maximum sustained rate of 1000 gallons per minute, for 24 hours per day according to field data gathered during this studv. Therefore, this well produced only 50% of its maximum capacity during the peak use period. Analysis of power consumption by the line pumps in Well House No. 2 for this period indicated that the line pumps ran at approximately 61 % of their maximum capacity during the same 30 day period. Combined Well Capacit �_ The combined wells functioned at an overall capacity of 55 % of the maximum available production during the 30 day period in June -July 1993, while the line pumps functioned at approximately 62 % of their maximum capacity. According to field test results, Well No. 1 has a maximum pumping capacity of 560 gpm and Well No. 2 has a maximum pumping capacity of 1100 gpm for a maximum theoretical combined capacity of 1660 gpm. For this study, it was assumed that the combined sustainable maximum pumping capacity for the two wells is 1500 gallons per minute (gpm) or 2.16 million gallons per day (mgd) which is nearly twice the peak daily demand during the high use months of June/July. From this analysis it can be seen that the wellhouses are capable of meeting peak daily water consumption requirements at present population levels, however they are not being utilized to their full capacity. 9 C R* 14-1 Distribution Piping Pressure loss through the system can be visualized by plotting the hydraulic grade line along the route of the major transmission lines. A steep slope in the hydraulic grade line corresponds to relatively high pressure losses along the main, while a flat slope corresponds to minimal pressure loss along the main. As can be seen in Figure 1, beginning at Wellhouse No. 2 and proceeding west along the Kenai Spur, the slope of the hydraulic grade line is relatively steep up to Linwood Lane. Proceeding west from that point, the slope becomes less steep and is nearly flat in the westerly portions of the City. The reason for this is twofold: First, The easterly portion of the water system, between Wellhouse No. 2 and Linwood Lane consists of a single transmission main, whereas west of that point the line is looped, thereby creating increased effective flow capacity. Secondly, net demand is less for westerly portions of the City relative to easterly points, and therefore less water is moving through the mains at westerly locations, resulting in lower velocities and less pressure loss due to friction. The significance of this revelation is that the apparent bottleneck in the distribution system occurs in the transmission main between Wellhouse No. 2 and Linwood Lane while the remainder of the system appears to be adequately sized and looped. There are however, isolated areas throughout the system that could use additional piping to reduce pressure loss locally. Those areas needing additional piping are addressed elsewhere in this report. 10 C 107 lye Water Storage Facilities As mentioned previously, the three million gallon storage tank is intended to serve as an emergency reservoir to meet fire demand flow. The actual operating history of the reservoir indicates that there is a deficiency in the configuration of the storage system that becomes apparent when heavy and prolonged overall system demands cause the storage tank to be used to supplement daily domestic flow requirements. During peak periods such as June and July, 1993, the storage tank was used to supplement the two well houses to help meet daily demands for domestic water use. The three pumps in the Underground Wellhouse were used to maintain line pressure in westerly portions of Kenai by drawing water from the storage tank. During this period, the 3 million gallon tank was drawn down to a nearly empty condition, leaving no water in reserve for fire flow. Eventually, the tank was manually shut down to allow it to refill, resulting in line pressures dropping below the minimum A.D.E.C. standard of 20 psi at various locations in west Kenai. Controls Controls in Wellhouse No. 1 and No. 2 appear to be outdated and in poor condition. The controls in the Underground pumphouse are newer and in good condition. In all three facilities, pressure sensing appears to be the sole parameter by which the pumping equipment is operated. The settings on the pressure sensing controls in Wellhouse No. 1 and 2 may not accurately reflect actual conditions in the system, however at the time of our inspection the controls were set as follows: 11 c 1sly-7 WELLHOUSE a 1 WELLHOUSE N2 Lead Pump Off/On @ 80 psi Lead Pump Off/On @ 105 psi Lag Pump Off/On @ 70 psi Lag Pump Off/On @ 95 psi Last Pump Off/On @ 57 psi Last Pump Off/On @ 82 psi UNDERGROUND WELLHOUSE Lead Pump On @ 40 psi Lag Pump On @ 46 psi For 20 Sec Last Pump On @ 46 psi For 20 Sec Last Pump Off @ 69 psi For 2 Y2 Sec Lag Pump Off @ 69 psi For 2'/2 Sec Lead Pump Off @ 69 psi For 2'� Sec Level control in the wellhouse day tanks is provided by electrical level sensors. It appears that there is 16 feet of usable water in the tanks at the current settings of the level sensors, which provides a maximum of approximately 54,000 gallons of water. If the water level in the tank reaches the lowest sensor, all line pumps will be shut down and the wellhouse will not contribute water to the City system until the tank is refilled by the well. The existing level sensors have a history of being very reliable and trouble free. It is unknown what type of level control sensors are in the 3,000,000 gallon storage tank. While it is unrealistic to expect to sustain 100% of the maximum production capacity of the wells, the model indicates that it is possible to significantly increase the volume of water available to the City by reconfiguring the controls. This would be a short term solution to help meet the peak demands such as were experienced during the summer of 1993. If the production from the two wells is increased to 70% of the maximum production capacity, there would be 1.48 mgd available during the peak flow month. That would be more than enough to meet the peak demand of 12 1.16 mgd. The flow could be increased by upgrading the controls to interactive flow and pressure sensing controls in Well House No. 1, Well House No 2, and the Underground Wellhouse, and by restricting the flow from the line pumps at well house No. 1 to 550 gpm. Presently, it appears possible for the line pumps in Well House No. 1 to actually pump at a rate greater that the well pump can keep up with at peak flow periods. This results in the water level in the day tank being drawn down to a point where the level sensors shut the lag pumps down. At exceptionally high flows, with corresponding low system head pressures, the lead pump may also be able to pump more water than the well pump could produce, resulting in the level sensors in the day tank shutting down the lead pump until the day tank could refill. The cyclical nature of this process, along with the interactive effects of the remainder of the system results in under utilization of both Well House No. 1 and Well House No. 2. A second benefit would be a better resulting balance of the amount of water produced from each wellhouse, optimizing the use of the "better" water from Well House No. 1, increasing the overall dilution factor of the colored water from Well House No. 2. Fire Flow Analysis - Fire flows were modeled assuming that the 3,000,000 gallon storage tank is on line, with enough reserve capacity to be used for an extended fire occurrence, and that the fire occurs during a 1500 gallon per minute peak flow period. Analysis revealed that without the storage tank and Underground Wellhouse on line, it would be impossible to produce enough water to fight a fire and still maintain a positive system pressure throughout 13 C 901q7 the system. The current ISO Fire Suppression Rating for the City of Kenai is 3500 gallons per minute. This rating is apparently based on various large commercial buildings in the City. The required fire flows for one and two family dwellings which do not exceed two stories in height, and are greater than ten feet apart, is 1000 gallons per minute. If the buildings are ten feet or less apart, the fire flow requirement is 1500 gallons per minute. For the purposes of this study, 1000 gallons per minute was used as the minimum basis for analysis in residential areas. Four different system configurations were modeled as follows: 1. Current System Configuration The model indicated that, given the above parameters, all areas of the City could meet the 1000 gallon per minute requirement with the following exceptions: The Tanaga Drive area, the Sycamore Street & Poplar Circle area of Woodland Subdivision, the Momsen Subdivision area, and the Cook Inlet View Drive area. Most of these problem areas can be brought up to 1000 gallons per minute or more by installing additional piping to provide additional loops in the network: The attached fire flow summaries in appendix No. 1 provide details of available fire flow at various points throughout the city. 14 2. Adding Loops To The System By Crossing Spur At Aliak & McCollum By looping the system at Aliak and McCollum Streets, flows were significantly improved in the immediate area of the new loop. Flows increased in this area as much as 1200 gallons per minute. However, on a systemwide basis these additional loops were insignificant. The greatest increase in flows outside the area of the loop was 95 gallons per minute (see appendix 1). 3. Adding Loops To Various Problem Areas To Improve Flow Locally By adding loops to the network at the immediate area of the problem, all but four of the junctions were brought above the required 1000 gallons per minute. Many of these areas would, however, require a pavement cut and would not be easy to accomplish. Drawings of the proposed loops are included in the cost estimate section of this study. 4. Adding Another Wellhouse To System By modeling the system with a proposed Beaver Loop wellhouse on line, a big difference was seen in the sustainable flow rates in the Eastern part of town. The sustained flow was increased by more than 1400 gallons per minute in one area. High Fire Flow Demand Locations In the areas of heavv commercial or other high occupancy buildings such as schools, where the 3500 gallon per minute ISO rating may apply, the model also indicated that it was not possible to supply the required 3500 gallon per minute fire flows. In the area from Mountain View Elementary School to near the intersection of Lawton Drive and Walker, the peak fire flows available are not sustainable for more than about 50 minutes maximum at the current system configuration. This is due to the rate at which water is taken from the day tank in Well House No. 1. For example, a fire at Mountain View Elementary requiring the maximum available flow of 3470 gallons per minute, (see appendix No 1) would deplete the water in the day tank at Well House No. 1 at an approximate rate of 1343 gallons per minute. The inflow to the day tank from the well is about 500 to 550 gallons per minute, leaving a net outflow of 793 to 843 gallons per minute. If the day tank was totally full the level would reach the "all pumps off" sensor in about 50 minutes. The pumps would then stay off until the tank had been refilled, which will take slightly less than two hours. The possibility of the day tanks being totally full during a peak, summer flow period is unlikely, and would thereby - shorten the duration of peak fire flow. The model indicates that the available sustained fire flow rate at this location is approximately 2000 gallons per minute. By adding the proposed wellhouse on Beaver Loop, the available sustained fire flow at Mountain View Elementary is increased to 3133 gallons per minute, an increase of over 1100 gallons per minute. Detailed information for fire flows is included in Appendix No. 1. 16 C A3N7 CONCLUSIONS It appears that the pressure and supply problems which occurred during the summer of 1993 is related to control deficiencies rather than inadequate water supply capacity from the two existing wells. The current control configuration inadvertently limits the amount of water that can be put into the Kenai water system from the two well houses. The combined capacity of Well No. 1 and Well No. 2 is 1500 gallons per minute, or 2.16 million gallons per day (mgd). According to the Cybernet model, the line pumps are capable of delivering over 1100 gallons per minute to the City water system while maintaining minimum residual pressures of about 60 pounds per square inch, yielding 1.58 mgd in a 24 hour period (see appendix 2). The line pumps also appear capable of delivering the full peak demand load of 1500 gallons per minute to the city system while maintaining residual system pressures of at least 35 pounds per square inch, at a total flow of 2.16 mgd. However, it would be possible to achieve these flows only if the control systemis reconfigured and upgraded. In the three year period reviewd for this study, the peak average daily usage recorded during a one month period (which occured in June/July 1993) was 1.15 mdg. Assuming that the working pressures in the network should be maintained at approximately 60 psi, except when the 3,000,000 gallon storage tank requires water, the Cybernet model shows that the maximum amount of water that can be supplied by the two existing wells is 1.58 mgd. The peak usage rate of 1.15 mgd represents approximately 73 % of the theoretical combined output Well No. 1 and Well No. 2. In the near future, as demands increase, due to increased population and the expansion of 17 c Rc4l;q service into new areas, an increase in the City's water supply will become necessary. The most logical solution to increase the City's water supply would be to drill a new well and design a new well house for a minimum of 1500 gallons per minute capacity. 18 r as/y7 SYSTEM MODIFICATION OPTIONS Well House No. 1 Controls With the current configuration of the controls, it appears that during peak flow periods, it is possible for the line pumps in Wellhouse No. 1 to pump water out of the day tank and into the system at a higher rate than the well pump can refill the day tank. Under these conditions, the water level in the day tank is drawn down to a point where the level sensors shut the lag pumps down, resulting in a reduction in the flow of water into the system from Wellhouse No. 1. When this happens, the line pumps in Wellhouse No. 2 are not able to make up for the lost flow due to the high head losses in the transmission main between Wellhouse No. 1 and Wellhouse No. 2. For example, at normal peak flows and pressures, the lead pump might pump 400 gpm, while a combination of lead pump and one lag pump might pump 700 gpm. If the well pump produces 550 gpm, the day tank is drawn down at a net rate of 150 gpm with lead and lag pumps both working. At this rate, the level in the day tank would reach a "lag pump off" level in approximately 3 hours. Until the day tank refills, the system only has the advantage of one pump, pumping at a rate of 400 gpm, for a net loss of 150 gpm flow into the system. At exceptionally high flows, with corresponding low system head pressures, the lead pump may also be able to pump more water than the well pump could produce, resulting in the level sensors in the day tank shutting down all line pumps in the Wellhouse, effectively taking Wellhouse No. 1 off of the system. To insure a maximum steady flow into the system from Wellhouse No. 1, a flow restriction device capable of limiting the flow from the wellhouse into the system to a maximum of 550 gallons per minute should be installed. This would insure that the day tank never reached the "lag pumps off" level or, worse, the "all pumps off" level, leaving the entire system to be supplied only by Well House No. 2 while the tank refilled. A flow restriction device would allow the Well No. 1 to contribute more of it's total capacity to the system. 3 Million Gallon Storage Tank and Underground Wellhouse The control system and piping for the 3,000,000 gallon Storage Tank and Underground Wellhouse should be reconfigured to allow the tank to refill more efficiently. Currently, the tank is filled via a 4 inch line controlled by an electical/mechanical valve. It appears that the valve is opened to allow filling of the tank when the system pressure at the police station pressure sensor is above 50 - 60 psi. The actual set point is unknown. At these relatively high static pressures, the 4 inch line would fill the tank at a rate sufficient to drop system pressures below the control valve setpoint, thereby causing the valve to close and terminating the tank filling process. If the control system is reconfigured to allow the system pressure to drop below the current setpoint during evening hours, the tank would be able to refill. For example, if the storage tank is low, and the system demand is 1100 gallons per minute, an additional 400 gallons per minute could be allotted to filling the storage tank, bringing the demand to 1500 gallons per minute. The well houses could produce sufficient quantities of water to accomplish this, while maintaining pressures of at least 35 psi in the system. As the system demand decreased during the night, the amount of water allotted to the storage tank could increase, maintaining the total demand at 1500 gallons per minute, until the storage tank was full. Reconfiguration would require some repiping and the addition of a flow restriction device, and ,o c a�l�n related controls, in the Underground Wellhouse. Distribution Mains Looping the mains in the locations discussed in this report would provide only localized flow and pressure improvements, as shown in Appendices No. 1 and 2. Looping would have negligible impact on the overall flow dynamics in the system however, the available fire flows in the localized areas in the vicinity of the new loop lines would be improved and therefore should be considered. There do not appear to be any significant deficiencies in the overall system network which could be improved by adding loops to the major distribution mains. Transmission Mains The single 12 inch supply line which feeds the system network is a source of concern. The velocity and head loss through this pipe is significant, as indicated by the steep slope of the hydraulic grade line, shown in Figure 1. Head loss could be reduced by reducing the flow through the main. The flow through the existing 12 inch main could be reduced in several different ways. Beaver Loop/Bridge Access Transmission Main Loop First, a line could be constructed from the Spur Highway and Beaver Loop intersection, along Beaver Loop Road to Bridge Access Road, then along Bridge Acess Road to the Spur Highway where it would connect to the system next to Arbys (see drawings included with cost estimates). This 21 option provides a complete system loop. As a result, the flow in the existing 12" main is reduced, thereby reducing head loss and increasing overall system pressure. A secondary benefit if adding a loop line is the provision of system redundancy. Breaks in the transmission main have occurred in the past. In the event of a break in either leg of the loop, water can still be provided to the system by the other leg while repairs the broken segment is repaired. Other benefits of construction of this loop line include the expansion of service into areas within the City that are not currently served by the public water supply and the opening up of a number of possible new well site locations. Wellhouse No. 1 to Lawton Loop A second option would be to construct a line beginning at the 12" main near Well House No. 1, proceeding going South to the section line easement where the pressure sewer line from Thompson Park is currently under construction. Then following the section line easment west, the new water main would parallel the sewer line to the end of Lawton Drive and connect to the existing water main at that location (see drawings with cost estimates). This option would provide a partial loop of the 12" main, leaving only the portion from Well House No. 2 to Well House No. 1 unlooped. As shown in Figure 1, the steepest slope of the hydraulic grade line is from Wellhouse No. 1, West to Linwood Avenue. Therefore, the flow through the portion of the existing 12" main with the highest unit head loss would be reduced, resulting in a corresponding reduction of pressure loss and increasing overall system pressure. This option does not open any new service area or protect against a line break between Well House No. 1 and 2. 22 C M/117 Drill a New Well and Construct a New Wellhouse A third option would be to drill a new well and construct a new wellhouse which would be connected to the system (see drawings included with cost estimates). Two possible locations for a new well house have been considered. One is at the corner of Beaver Loop and Ames Drive. A new 16" transmission line could be run along Beaver Loop from the new well house, and then along Bridge Access Road. Alternatively, a well could be installed on the section line easement where the pressure sewer line from Thompson Park is being constructed. A new line could then be connected to the system at the end of Lawton as described previously. In either case, a new well would reduce the flow in the existing 12 inch main coming into town, thereby reducing head loss and increasing overall system pressure. A new well at Beaver Loop and Ames would open up a new service area along Beaver Loop. A new well on the Tinker Lane easement would not open new service area, but would be much closer to town, reducing the amount of new water main required to connect it to the system. Construct a Drill a New Well and Construct a Transmission Main Directly to the 3Million Gallon Stora eg, Tank A fourth option would be to drill a well, developed to 1500-2000 gpm capacity, in the vicinity of Wellhouse No. 1 and 2, and construct a transmission main from the new well to the 3 million gallon storage tank (see drawings included with cost estimates). The new transmission main would not be connected to laterals or service lines. The new programmable system controls, as discussed above, could then be reprogrammed to allow the storage tank and the Underground Wellhouse to become the main distribution point for the system. Cybernet analysis and examination of pump curves (Figure 3) indicate that the line pumps in the Underground Wellhouse are adequate to meet domestic flow requirements during peak flow periods of 1500 gallons per minute and still maintain adequate working pressures of 60 psi or higher. Since the Storage Tank is centrally located within the main water use area, water is fed directly into the networked system as compared to the current configuration where the water passes through a long transmission main, experiencing significant pressure loss, prior to reaching the distribution network. Centralized distribution would significantly reduce the pressure loss in the network, and increase overall system pressures. Well House No. 1 and 2 would remain connected to the system in the same way they currently are, and would be used to help meet demands above that which the new well and the pumps at the Underground Wellhouse are capable of producing. It is possible that the U. S. Environmental Protection Agency may someday require treatment of all water in a class "A" public water systems. If centralized water treatment becomes a requiremnt in the future, Wellhouse No. 1 and Wellouse No. 2 could be disconnected from the distribution system and connected to the new transmission main so that all water would be pumped directly to a central water treatment tank located next to the 3 million gallon storage tank. With the current configuration it would be necessary to either build individual treatment facilities at each well house, or abandon some or all of the wells and drill a series of new wells which could meet the City's flow demand. If water from the new well(s) is found to be 24 C 5ilq7 of higher quality than the water produced by Well No. 2 , it may be desirable to work toward a plan which would allow Well No. 2 to be abandoned, due to it's poor water quality. This could reduce the degree of water treatment necessary to meet water quality standards, providing that the water quality characteristics of the new weil(s) meets or exceeds those of Well No. 1. Fire reserve could also be easily maintained with this system configuration however it may be necessary to provide additional pumping capability to the system at the Underground Wellhouse in order to meet fire flow requirements. 25 C play RECOMMENDATIONS Short Term The controls for the system should be upgraded as soon as possible. Upgrades would include the following: 1. Changing from primarily pressure sensing controls to interactive, programmable flow and pressure sensing controls in Well House No. 1, Well House No 2, and the Underground Wellhouse. and installation of an additional pressure sensor at the Kenai Fire Station. The work would involve installing new flow and/or pressure sensors in each facility which would be capable of sending a flow rate and pressure signal to a central control station. 2. Create a central control location at the City's sewer treatment facility which will allow the entire water system to be monitored and controlled from this location utilizing the computerized monitoring system which is currently being installed for the City sewer system. 3. Add flow restriction devices to Well House No. 1 and to the Underground Wellhouse fill line and interface these devices to the central control system to allow regulation of flows under varying conditions. Long Term Within the next five years, develop a new well or wells east of town, which will produce a minimum of 1500 to 2000 gallons per minute and construct a 16-18" transmission main from the new wellhouse directly to the storage tank at the airport. The line size and location should be designed to allow Wellhouse No. 1 and 2 to be disconnected from the distribution system and then connected to the new transmission main so that raw water may be delivered to a central treatment facility if necessary. 26 e j;,3/if Planning Level Cost Estimates/Drawings PLANNING LEVEL COST ESTIMATES I. Short Term Upgrades to City of Kenai Water System 1. Control system upgrade to provide increased water availability with the current wells. Construction Costs Design & Inspection Administration Contingency Total $150,000.00 15 % 22,500.00 3 % 4,500.00 10 % 15 ,000.00 $192,000.00 2. Looping water line in local areas to increase available fire flow to these areas by improving the local hydraulics. A. Tanaga Drive Construction Costs Design & Inspection Administration Contingency Total $ 71,000.00 15 % 10,650.00 3 % 2,130.00 10 % 7,100.00 $ 90, 880.00 G ,�,5191 7 PLANNING LEVEL COST ESTIMATES B. Sycamore St. Construction Costs Design & Inspection Administration Contingency Total $ 71,000.00 15% 10,650.00 3% 2,130.00 10% 7,100.00 $ 90,880.00 C. Momsen Subd. (Florida Ave.) Construction Costs $132,000.00 Design & Inspection 15% 19, 800.00 Administration 3 % 3,960.00 Contingency 10% 13,200.00 Total $168,960.00 D. Iliamna Rd. Construction Costs $ 85,500.00 Design & Inspection 15% 12,825.00 Administration 3 % 2,565.00 Contingency 10% 8,550.00 Total $109,440.00 G 3(plv PLANNING LEVEL COST ESTIMATES II. Long Term Upgrades to City of Kenai Water System 1. Loop existing system from spur down Beaver Loop. Construction Costs Design & Inspection Administration Contingency Total $2,376,000.00 15 % 356,400.00 3 % 71,280.00 10 % 237 ,600.00 $3,041,280.00 2. Partial loop of existing system from Wellhouse No. 1, down easement to Lawton. Construction Costs $475,200.00 Design & Inspection 15 % 71,280.00 Administration 3 % 14,256.00 Contingency 10% 47,520.00 Total $608,256.00 3. New well house at Beaver Loop and h6zrwith new pipe to town. Construction Costs $29163,200.00 Design & Inspection 15 % 324,480.00 Administration 3 % 64, 896.00 Contingency 10 % 216,320.00 Total $2,768,896.00 C 37 / 4/7 PLANNING LEVEL COST ESTIMATES 4. New well house on easement south of Wellhouse No. 1, with new pipe to Lawton Drive. Construction Costs Design & Inspection Administration Contingency Total $737,600.00 15 % 110, 640.00 3 % 22,128.00 10 % 73 ,760.00 $944,128.00 5. New well which discharges directly to 3,000,000 gallon storage tank. Construction Costs $2,150,800.00 Design & Inspection 15% 322,620.00 Administration 3 % 64,524.00 Contingency 10% 215,080.00 Total $2,753,024.00 C ggel l PLANNING LEVEL COST ESTIMATES � 1 o J. IN e , Son & Aoc1a at, � 15 r idalao 'uite 204 i�:enai, �Jaska 99611 I9071 �-83—,3583 PROJE(--T: KENAI WATER SYSTEM STUDY KENA, SPUR HWY. J4 4 J491 72 47 470 J 1 ,ADDITIONAL 6" PIPE USED FOR MODELING FIRE FLOW o TANAGA & GILL ST. AREA 460 ------ 4 L,LJ F-- Ln Li 0 LL. c /Vm. J. Nelson (y AscS_,ociates 15 Fidaiao quite 204 Kenai, Alaska 99611 (9071 283 — 3583 PROJECT: KENAI WATER SYSTEM S TUDY ADDITIONAL 6" PIPE USED FOR MODELING FIRE FLOW SYCAMORE, MAPLE & POPLAR 791 �7 0 J800 300 J801 W > 803 Q Lij w LARCH AVE. J ' J 3 o � J Q cn 2 4834 o L W V) JUNIPER CT. L� Q D 30 f y a_ Q W U O J C G U� SD Q U W fy N 835 5 8� ALDER CT. WALNUT AVE. LLJ E > 0' 6 826 825 cy— Q Lu 0 j W W � U p ao00 J W aW 0r Fj ca rn W tY O 3 Q U 1 eau 6 WoM.�� 15 F�idalgo quite - I<enai, Alaska 99611 'I l 907) 283— 3583 -Assoc-,,-ates PROJECT: KENAI WATER SYSTEI I STUDY t/ J. 1\,ielson lf�'k Associates IS F= dalao Suite 204 1';enai. 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(L w w w I N TN r1 tlY LL VJ Z o " oZ CIS y- Z F o i Cn (n X G j \, cr ?o \ o w 71 �— o W _ z ^� Q J LL LU �Z 00 �(7)00 Z 0Z . � � Z �� � O -= `�`ff Y It 1 r7) — 00 .�QN ~ O w LLJ Ln C: O ti 147 LCl Y Z W L Z o Fa- O � ~ O c �\ 2 W cc a � W O -i z U te_ o 0 cc CO v a W ELoo o Q = LU c� W 7Q O � O LL Wir cc CL W CL ,nn V1 0 I 4� o J� I N N o CI W 0 0 w ° ��-J/ z VJ CO w o Lli 1-- 0 n �—I Q J = Q �� �( <O C LL t7 V = �0-)00 uwi0 Z 0� I w 00 W O u' v Z 17 = W Cr-, Ln C-0 To-) 0 Q Y/ N LZ CITY OF KENAI Od eC4fM" 4 414r4JJM it 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 ~ TELEPHONE 907-283-7535 FAX 907-283-3014 !yllyl *A.noua 1IIII1 1992 MEMORANDUM TO: Keith Komelis, Public Works Director FROM: Jack La Shot, City Engineer DATE: April 1, 1994 SUBJECT: Street Inventory FOR: Goals and Objectives Workshop Attached is an inventory of city streets that Kathy, Rachel, and I have put together for the workshop. I am sure there are still some glitches in it and the cost estimates are very rough, but it should help with planning CIP and maintenance projects. We have indicated the existing condition, what type of maintenance takes place at this time, special concerns, and rough costs to upgrade. One cost is to upgrade to an acceptable gravel standard, and another is for strip paving, unless the situation dictates curb and gutter. Projects in need of upgrading to a gravel standard, or a major rebuild, we have denoted by a CIP (Capital Improvement Project) in the upgrade column. There may be no comment on those where either no improvements are needed or upgrade to paving is needed. Costs are given where improvements are needed, however. Since the costs are rough (and hopefully high) once streets are picked for projects, we can prepare better cost estimates and formulate a program by year if needed. 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H H 4H a vl w cn E. a a ci z a> am F 1-4 w Ew u ❑ ❑ — a ¢ z Da E+ 8 O F `` O z z a ❑a a as c E.o z a z a w a z o w .a] H O 2 z O z 3.4 X a ac ic a w .7 O O H H Z R Q 0 4 H rt H O F D a u 04 9 m u h � ti T jPj iv/ f 1 0 o NO 0 >a N VJ 0 N o N v�i 0 0 t o E+ O I� tp of a °° 0 0 Co �Q�Q11 0 0 N F1_ a�tNea TA q�> Uo�i4� - 1i U -:. w HHgbs _U a8atz t N tp`t x ~ tc 0 OD o O Z In In H mE U U m a z O to U U a O y F en fa FF O O Ln O v to N O F to N m o. v a N a m H Ww F 3 D qce 0� a °w Ga E m 6 W a a w a O 8 [� m 8 Z W U a z z F a to F E CITY OF KENAI r► G, it eC6J2,ZW 4 414J." rr 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 ~ TELEPHONE 907-283-7535 FAX 907-263-3014 yyllyyd I�11f� 1992 MEMORANDUM TO: Keith Komelis, Public Works Q#ector FROM: Jack La Shot, City Engin DATE: April 1, 1994 SUBJECT: Sewer System Improvement FOR: Goals and Objectives Workshop I will try to give an accurate assessment of where the city is in regard to our sewage collection and treatment system based on the available information. I am assuming that the information needed at the workshop includes the total picture, including expansion into new areas and work to meet demands of the existing system. We have certainly reached a point where we need to re-evaluate our system in order to plan for what appears to be some serious growth of our community and expansion of our system into new areas. The last real assessment of our system was done in 1978 (the Wastewater Facilities Plan by CH2M Hill). It may be time to update some of the work presented in the plan for actual growth rates and expansion since it was written. We are also exploring the possibility of accepting leachate from the KPB landfill. Vasey Engineering and Wince-Corthell-Bryson, in conjunction with the City and Borough are evaluating this matter. Vasey is expected to have a draft Phase II report soon for review, but, based on information they have given us in the course of evaluating our sewage treatment plant, we are going to reach capacity soon (3 to 5 years). I have attached a very good report by Gerry Allen that elaborates on the STP. They have also found some very high per capita flows to the plant. Partly, this is due to our flat rate system of billing water, however, there may be other factors we are not aware of. Of course, reducing per capita flows to the plant could prolong an addition to the plant. Below are some suggested short and long term goals for improvement and expansion of our system. Short Term Goals Re-examine the 1978 Facilities Plan and update it for current population and expected growth patterns. The new plan would give us a good planning tool and put us in a better position to get funding, should there be any. Updated plans are usually a prerequisite for getting grants or other types of funding. Part of the evaluation should be to do some field work to check flows in certain sections of our system. I am particularly concerned about Page 2 Sewer System Improvements April 1, 1994 the Lawton Drive to Old Town section; especially since the Thompson Park service area, and other areas east, will need to be accommodated. This work could also identify I & I (Infiltration & Inflow) in areas known to be problem areas. I don't think it is necessary to spend as much as we did on the original plan ($93,000 in 1978, approximately $150,000 in todays $). We should be able to achieve a good update for less than $50,000. Begin planning for the sewer treatment plant expansion. Vasey and Wince-Corthell- Bryson will have good information to begin this work with the leachate evaluation. The STP expansion will take 2 to 3 years to plan, engineer, and permit, assuming funds are available. If the plant expansion is in the $4-5 million range, we may be looking at $250,000 to $500,000 just for planning & design fees alone. Upon completion of the leachate evaluation, we must decide whether the city will accept it, who will pay, and what kind of facility will be constructed to handle it. There have been thoughts of combining this facility with one to accept RV dumpings. At this time, we don't have a good idea of costs for this project. Vasey will prepare some sample designs. System expansion to new areas should be considered carefully, given the growth taking place, the addition of Thompson Park, the potential for Inlet Woods to develop, and other unknowns. Expansion can be accommodated when needed, however, and costs can be assumed to be in the $75-90/LF range. Long Term Goals Begin the STP expansion based on the design work mentioned above. $4-5 million estimate. Begin a program of projects to reduce I & I, replace/upgrade older sections of the system (Mommsen Subdivision and other A.C. construction) and build new interceptors and upgrade lift stations where needed to handle increased flows. A combination of this work could significantly prolong the life of our existing STP. Expand the collection system to unserved areas, as funds allow, to add service base and encourage development. There are areas within the existing collection system (such as N. Spruce, 2nd, 3rd, and around E. Aliak) that could be picked up. We can also expand more on the north end of town as new development dictates as well as continue east into Valhalla and Beaver Loop, when we finish the Thompson Park System. J L/kw Attachment (Y (Ar(-h ZI , 1 qq EVALUATION OF KENAI WASTEWATER TREATMENT PLANT Description of Treatment Plat The Kenai WTP consists of pretreatment facilities, secondary treatment facilities and solids -handling facilities. Wastewater entering the plant receives pretreatment by passing through rotary screens, with the screened solids conveyed to a storage unit for hauling to the Kenai Peninsula Borough landfill. The screened wastewater is aerated in basins to convert the oxygen - demanding material to biological solids which are removed with other suspended solids in the Wastewater by settling in two clarifiers having quiescent hydraulic conditions. There are four aeration basins that are operated in parallel and independent of each other with two or three basins typically in service. The clarified effluent is disinfected using chlorine, then discharged to Cook Inlet. The settled solids are either returned to the aeration basins as biomass providing treatment or are pumped to an aerobic digestor for stabilization. Stabilized sludge is dewatered using a belt press with the cake hauled to the landfill. Liquid generated during dewatering is returned to the head of the treatment plant. Today's Operation Currently, Vasey Engineering is involved in a study looking at the possible acceptance of the Boroughs bailer/leachate by the City of Kenai Treatment plant. Within the scope of this study, is an updated look at the current plant capacities and future needs. Many of the numbers referenced in this report are directly attributable to their research of both Phase I and their draft Phase II report. One of the problems in looking at our current status is an agreement on what to base the percent of capacities. Some are "locked in" by our discharge permit such as total flow but utilization by individual units such as basins and clarifiers are subject to different modes of operation requiring different numbers of units to be on line. Design criteria by CH2M Hill leans toward an extended air mode which necessitates use of all four basins during the summer loads. As we only have four basins, this would suggest that we are at or near capacity. CH's design parameter for clarifiers shows us at or over capacity during higher flows and loadings. But against other sources we are well within accepted design criteria. Skeet Arrowsmith of ACR was skeptical of our design criteria and suggested we continue in the direction we were heading letting the plant dictate what it could or couldn't do. Confirmation by Marty Harper, in his report for Vasey also suggested that the conventional mode might best utilize our existing units. The preliminary findings in their leachate study work said the utilization of design capacity was 73% for flow, 89% for BOD, and 86% for TSS. Few. 3/s Future Needs This leads us to discussion of expansion needs for the future necessitating projection of growth rates for the city both inside and outside the service area. The city population has stayed within 15% to 16%, as a percentage of the Borough's population, in both the Comprehensive Plan, Dept. of Labor, and KPB Economic Development District figures. Basing the projected Borough's population of 56,192 for the year 2,000 population on the latter, Kenai's would fall somewhere between 8,430 and 8,990. Using some assumptions from Vasey's Report such as: 1) 44% of the city's population is sewered; 2) 2/3 of any new demand will fall within existing service areas; and, 3) typical I&I figures, the low growth scenario (6.2% per year) yields a projected use of 3,820 population and the high (9.8%) uses 5,290 population. With our current usage of 306 gallons/day/per person, we would be at capacity in three to four years, using the higher population number, and at capacity in six to seven years, using the lower one. The Thompson Park extension should bring an estimated 80 to 100 households on line but possibly even more important is the potential accessibility of a new part of Kenai to the sewered system. With the possible growth in Inlet Woods both the projections of flow/loading increases and the assumption that 2/3 of new development will be in an existing service area, seem to be viable possibilities. Washington State recommends starting the upgrade ground work at approximately 70 to 75% of capacity and with a two to three year timeline for design and construction, it would seem to prove true. The timeline however assumes that the regulatory permitting is expeditiously handled by all agencies concerned. One problem that could arise from this, is the proposed placement of our third clarifier. It is unknown at this time what permits would actually be needed to excavate and fill on the Southeast side of our existing fence line, but with the sustained growth that has been projected by Vasey Engineering it would suggest that now is not to early to be wondering. A draft report with all supporting documents and data should be completed shortly and available for Council's study. The expansion is addressed in both CH2M Hill's maintenance manual and As - built drawings from the 1980 improvements the anticipated plumbing is in place for a 40' diameter digestor, two additional aeration basins of similar size to the four existing, a third 50' diameter clarifier, and various supporting units including a second belt filter press. The number of blowers for both the basins and the digester will have to be evaluated as will the location and size of a maintenance shop and crew building. Two of the upgrade units are now plumbed into these existing areas, precluding their current use. Additional personnel, as with all of the aforementioned, will have to be looked at within the scope of an engineered study. The amount of construction involved in this anticipated upgrade is for more than the recent $1.2 million Disinfection Project of two years ago. Using an accepted (although rough) rule of thumb of $4/gallon treated we could very well be looking at a 4 to 5 million dollar project. I would like to point our that with the exceptions of Vasey's numbers, part of this information is based on interpolation of data from the 1980's. The most current comprehensive plan was done in 1978 by CH2M Hill for the 1980 upgrade. Most recently (1988) a minor study by Wince, Corthell- Bryson was compiled for the Thompson Park project. Wherever possible the original computations by the designers of the plant were collaborated by our own first hand knowledge of plant operations, but utilizing data this aged can lead to inaccurate assumptions. We appreciate the Council's interest in the Wastewater Plant's future and would be glad to provide assistance in establishing any long term goals/objectives. Sincerely, ��Vj 5;S deg, 8 Edward G. Allen, II STP Operator III CITY OF KEN. 6 -� ►► Gil eapdcd 444aafeu 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 ~ TELEPHONE 907-283-7535 FAX 907-283-3014 krAhry rwwha, Memorandum ' 1111. 1992 TO: Thomas J. Manninen, City Manager FROM: Randy Ernst, Airport Manager DATE: March 28, 1994 RE: Items 14, 15, and 15 of the City Council's Short -Term Goals List Item # 14: Have professional cleaning service look at the carpet to see if it can be cleaned and look better. Also their estimate whether the carpet will last another year. Response: We feel the carpet will last another year and that a good cleaning may improve the looks of the carpet for the time being. To have the all the carpet professionally cleaned in the terminal, including the airline ticket offices and counter spaces, is $2,220.75. (Estimate furnished by Ron Mizera of SteamWay, Inc.) Item # 15: Develop a new policy to re -bid car rental leases by April 1 with effective date of July 1. Response: Since the Goals and Objectives meeting of 2/5/94, the FAA has consented to allow the City to roll-over the existing car rental leases for an additional five (5) years. When these leases expire, the City may be able to roll them over for an additional f ive years or may go to bid in December of the last year of the lease. The effective date of the new leases would begin July 1 of the following year. Item #16: Cost estimate of carpet replacement at airport. Response: Estimated replacement cost of the airport terminal carpet using a 32 oz. 8 gauge quality carpet instead of the current 28 oz. 5/32 gauge. It would be a patterned loop pile with solution dyed and pre -dyed continuous filament nylon pile with a 10 year warranty and edge ravel warranty. 1. The main terminal area excluding the airline offices and counter, restaurant and gift shop: Cost: $37, 179.00 2. The airline offices and counter space: Cost: $3,374.00 Total estimated carpet replacement cost is: $40,553.00 (Estimate furnished by Michael Bernett of Decor Industries, Inc.) C:\WP51\RANDY\GOALS.MEM KENAI FIRE DEPARTMENT TANKER * 1 1994 REPLACEMENT PROPOSAL TANKER #1 1994 REPLACEMENT PROPOSAL INTRODUCTION TESTS Comparison of Average Response Times Tanker 1 (Test #1) Tanker 1 (Test #2) Tanker 1 (Test #3) Engine 1 Test REFIT Tanker Diagram "As Is" Tanker Diagram "Refit A" Tanker Diagram "Refit B" Tanker Diagram "Refit C" PUMP SPECIFICATIONS HALE QSG Series Brochure Detailed Specifications - HALE QSG Series AREA AND REQUIRED FIRE FLOWS (PER I.S.O.) Present Pumping Capabilities Area Flow Test Results (Available Water Required Fire Flows per I.S.O. Kenai Central High School K-Mart Carr's Quality Center in an Area) Page # 1 3 4 5 6 7 9 11 12 13 14 15 17 19 20 INTRODUCTION TANKER - 1 REPORT BACKGROUND INFORMATION The Kenai Fire Department serves an area approximately 33 square miles in size, with a single fire station located in the center of the community. Large residential areas such as East Kenai, where the city limits is 7 miles from the station, and VIP subdivision where the city limits is 5.5 miles from the station, have no water system in place to supply fire hydrants. A water tanker is necessary to provide a dependable water supply when fires occur in those residential areas, as well as for hazardous materials incidents, airport emergencies, and to assist neighboring fire departments and State Forestry when they request mutual aid. The water tanker presently used by the Kenai Fire Department was built in the mid-1960's as a 5,200 gallon fuel tanker. When converted for use as a water tanker, few structural changes were made to accommodate the 2 pounds per gallon weight difference of water. It does not meet minimum national standards for acceleration and braking for its present use. It must be housed 66 percent of its capacity to reduce the weight on the suspension system and tires. This 33 percent reduction in capacity does not greatly affect the fire fighting abilities of the tanker as it is used strictly as a transport vehicle, not a pumper. However, driving with this reduced load creates the problem of constant movement of water in the tank. When stopping, the water rushes forward causing the tanker to slide. Baffles in the tank were designed for full capacity, and are not adequate for a reduced load. Off loading water from the tanker is accomplished by a gravity dump system. Discharge ports supplied by a small PTO powered booster pump allow the discharge of water through hoses at a rate of approximately 450 gallons per minute (GPM). The tank must be filled from a fire hydrant or from another fire engine, as the tanker :ias no ability to draft. The PTO pump enables it only to transfer water. Drafting is the ability of a tanker or pumper to take water from a static source, such as a river or pond, by creating a vacuum with its fire pump. By obtaining a tanker/pumper which meets minimum national standards, several objectives would be met. A tanker/pumper designed for a 3,000 gallon capacity would be fitted with proper suspension, drive train, steering, and baffle systems. -1- A mid -ship mounted fire pump with a rated capacity of 1,000 GPM would enable drafting and would create the ability to pump required fire flows. A component of this type of pump, known as a Jet Dump System, would enable rapid dumping or transfer of water. The addition of an on -board tank for foam would enable the tanker/pumper to be used for fuel and hazardous materials spills, as well as to compliment the Department's aircraft crash trucks. The need to replace the present tanker is real. Refitting this tanker in an attempt to meet minimum national standards is not a feasible choice. Costs of materials, labor, engineering, and transportation would be nearly as much as the purchase price of a new vehicle. Putting all costs aside, pump manufacturers will not sell a pump system for such a project, effectively eliminating a refit. The following TEST, REFIT, and FLOWS sections explain: 1. How comparison testing of Tanker 1 was performed against Engine 1, which is similar in design to modern tanker/pumpers, and what the results of the tests are. 2. Possible refit configurations of the tank and pump. 3. Required fire flows for specific structures, and available water supplies nearest those structures. -2- TESTS COMPARISON OF AVERAGE RESPONSE TIMES (Tanker - 1 vs. Engine 1) This comparison was made by performing three tests of Tanker - 1 and averaging those response times for travel to the end of Cannery Rd., dumping water, returning to KFD and filling the water tank to storage capacity of 3,500 gallons. Test times were marked at the same time of day, similar traffic patterns, and similar weather and road conditions. Drivers with diverse experience in driving the tanker were used in each test: Much experience, moderate experience, and little experience. Tanker 1 suffers from air leaks and must have the air run up each time it is started. This was the case during each test. Wiring problems also exist on the tanker, but were not a factor during the tests. All tests indicated a problem with drifting of the tanker on the road, as the water was in motion continuously. Engine 1 was run through a single test, under similar time of day, similar traffic patterns, and similar weather conditions, and the same road conditions as the tanker tests. Engine 1 was considered a universal use vehicle for test purposes due to ease of driving, ease of operation, and similar experience in use by personnel. The water capacity for this vehicle is 2,000 gallons. RESULTS - AVERAGE OF ALL TESTS Response to End of Cannery Rd. Including Dump Time: TANKER - 1: ENGINE 1: TIME DIFFERENCE: Return to KFD Including Fill Time: TANKER - 1: ENGINE 1: TIME DIFFERENCE: 20 minutes 3 seconds 13 minutes 33 seconds 6 minutes 30 seconds 22 minutes 11 seconds 16 minutes 23 seconds 5 minutes 48 seconds (Note: Difference between individual tests of Tanker 1 and Engine 1 ranged up to 8 minutes difference) NOTE: Response time from K-Beach Fire Station to same dump site at end of Cannery Road: 4 minutes 40 seconds -3- TANKER - 1 (Test #1) Feb. 22, 1994 1415 hours ROAD TEST FOR RESPONSE TIMES FROM KFD TO END OF CANNERY ROAD AT WARD'S COVE GATE, DUMP WATER, RETURN TO KFD AND FILL TANK USING TANKER-1. THIS VEHICLE IS NOT EQUIPPED WITH A PUMP ASSISTED DUMP SYSTEM. DUMPING WAS PERFORMED BY GRAVITY FEED. Driver: Scott Walden Traffic: Light to moderate Weather: Clear, sunny, approximately 5 degrees F. Road: Dry pavement with patches of ice on Cannery Road. Water Pressure at Fill: 65 psi Supply Line at Fill: 50, of 3" hose from 2.5" wall hydrant. Intake on Vehicle: 2.5" port Pump Capacity: 450 GPM (Booster system - NOT EQUIPPED FOR DUMP ASSIST) Total Quantity of Fill: 3,500 gallons Time was started when power was switched on for vehicle, marked when dumping was completed and return trip was begun, marked on arrival back at KFD and again at end of fill. Test was performed without using lights or siren. KFD to End of Cannery Rd. Including Dump Time: 22 minutes 16 seconds Return to RFD Including Fill Time: 24 minutes 35 seconds -4- TANKER - 1 (Test #2) Feb. 23, 1994 1400 hours ROAD TEST FOR RESPONSE TIMES FROM KFD TO END OF CANNERY ROAD AT WARD'S COVE GATE, DUMP WATER, RETURN TO KFD AND FILL TANK USING TANKER-1. THIS VEHICLE IS NOT EQUIPPED WITH A PUMP ASSISTED DUMP SYSTEM. DUMPING WAS PERFORMED BY GRAVITY FEED. Driver: Don Morgan Traffic: Light to moderate Weather: Clear, sunny, approximately 3 degrees F. Road: Dry pavement with patches of ice on Cannery Road. Water Pressure at Fill: 62 psi Supply Line at Fill: 50' of 3" hose from 2.5" wall hydrant. Intake on Vehicle: 2.5" port Pump Capacity: 450 GPM (Booster system - NOT EQUIPPED FOR DUMP ASSIST) Total Quantity of Fill: 3,500 gallons Time was started when power was switched on for vehicle, marked when dumping was completed and return trip was begun, marked on arrival back at KFD and again at end of fill. Test was performed without using lights or siren. KFD to End of Cannery Rd. Including Dump Time: 18 minutes 32 seconds Return to KFD Including Fill Time: 21 minutes 40 seconds -5- TANKER - 1 (Test #3) Feb. 25, 1994 1415 hours ROAD TEST FOR RESPONSE TIMES FROM KFD TO END OF CANNERY ROAD AT WARD'S COVE GATE, DUMP WATER, RETURN TO KFD AND FILL TANK USING TANKER-1. THIS VESICLE IS NOT EQUIPPED WITS A PUMP ASSISTED DUMP SYSTEM. DUMPING WAS PERFORMED BY GRAVITY FEED. Driver: Michael Tilly Traffic: Light to moderate Weather: Clear, sunny, approximately 10 degrees F. Road: Dry pavement with patches of ice on Cannery Road. Water Pressure at Fill: 62 psi Supply Line at Fill: 50' of 3" hose from 2.5" wall hydrant. Intake on Vehicle: 2.5" port Pump Capacity: 450 GPM (Booster system - NOT EQUIPPED FOR DUMP ASSIST) Total Quantity of Fill: 3,500 gallons Time was started when power was switched on for vehicle, marked when dumping was completed and return trip was begun, marked on arrival back at KFD and again at end of fill. Test was performed without using lights or siren. KFD to End of Cannery Rd. Including Dump Time: 19 minutes 21 seconds Return to KFD Including Fill Time: 21 minutes 15 seconds -6- ENGINE - 1 Feb. 22, 1994 1510 hours ROAD TEST FOR RESPONSE TIMES FROM KFD TO END OF CANNERY ROAD AT WARD'S COVE GATE, DUMP WATER, RETURN TO KFD AND FILL TANK USING ENGINE 1. THIS ENGINE IS EQUIPPED WITH A JET DUMP SYSTEM WHICH WAS ENGAGED FOR DUMPING. Driver: Scott Walden Traffic: Light to moderate Weather: Clear, sunny, approximately 5 degrees F. Road: Dry pavement with patches of ice on Cannery Road. Water Pressure at Fill: 65 psi Supply Line at Fill: 50' of 3" hose from 2.5" wall hydrant. Intake on Vehicle: 2.5" port Pump Capacity: 1500 GPM Total Quantity of Fill: 2,000 gallons Time was started when power was switched on for vehicle, marked when dumping was completed and return trip was begun, marked on arrival back at RFD and again at end of fill. Test was performed without using lights or siren. KFD to End of Cannery Rd. Including Dump Time: 13 minutes 33 seconds Return to KFD Including Fill Time: 16 minutes 23 seconds -7 - REFIT POSSIBLE REFITTING OF TANKER 1 The following sketches are based on the possible means of altering and refitting Tanker 1 as discussed with Mr. Nick Miller. Costs ranged from as little as $4,000 in labor charges to $10,000 in labor charges. Depending upon which proposed refit was chosen, materials costs could be as high as $10,000 for the tank and frame only. The purchase and installation of a 1000 GPM Hale single stage centrifugal pump with Jet Dump capabilities, wiring and piping, an appropriate transmission, engineering, transportation to refit site, and the refit of the tank itself will carry a total estimated cost of $95,000 to $160,000. Approximately 60 to 75 hours of labor will be required for the tank refit, and approximately 80 hour of labor to refit the transmission and install the pump. NOTE: Costs quoted regarding the pump refit, engineering, and transportation are from Hale Fire Pumps, Waterous Fire Pumps, and United Fire Service of Seattle. None of these companies would agree to provide pumps or parts for such a refit, as they argue that required pump ratings and U. L. listings would not be attainable with this vehicle. (DRAWINGS ATTACHED) -9- -10- N H v m \m ll a �4J x -4 U a na a o z o ='� o cu w a Hxza �H azmIu >aco z 0 14 z W �a O i �aE.a�� Ha04E-4W r; N M 4 W; 1p 9 OD LIN H a M is L M a+ d o , 9 w 0% u ° e -.r E r o .4 O C d r +1 O C h u .. r p Y W .•1 9>r ° C G Nd °rl a Y 0 Nw a 0. C OI w O ur+ T ° o u 14 e o+ g ao s CO y ° M U a o 0 0 ° + C a Nd °.+ e G cm;� a 44 7 a�i r a CG C ° O 41 U U O O ° S 9 7 V'C N i E OOC b 00C -.CI 9 U p r N 4 +i p O �+ O, O O y L41 L �� _ s z N a CL Ex C O E O p, o 0 a ] N z N Ln L O x H E-4 N 04 H w 11 a H E a Of w � 0 3 a W U1 a w ca -12- I M, Y r M t Y N o .-1 O r O L Y fT U • C C 'fl 0 � • w -+ G a • e Y 0 a ^+ Y • Yj y M �. 1 s » y Y ,p —0 r w O w 0 a cc A Z O w O U M 0 OI r O U ! C or O o e w i U e o r • • o 0 u w ^� a TY 41 w T r 'O w Y ° r +� a 0 C 0. • w ! Y i o o o ew r� • C tr K y w D w 8 7 0 O Y O C w M +1 8 to W G Y O .fl w• t O w '7 eOe V a 4,r 8 44 O w p 0 Y r 0 4Im w O -0 L 41 O L " ° Y .. Y • •• O Y I. 0 G .-I s ^ w s s 4.) Kv —4 ° n ° °� b Ea o c z N LL D+ W. Ef-4 r: to U EE O W C tWA n L a z o -- O U W a W N E G z a 99 u a vi a a S E a w H a .1 N 14 4 Ul 10 9 0; -13- m �\ R | It .:�41 � ■ ¥ ��\ , � � d) i � � � a \/ 0 j� I� #44 k� 44 d4 �j 4.0a - \j ; ■4 ■ 4 ; Nr ; ■ ) § ; ■ / ) \ \ - � \ a 4 z > EA § § 2 a § i Z 2 0 � § E-4 § a 2 w 4 14 4 U; I 0; -l4- PUMP SPECIFICATIONS s QSG Series .i` Single -Stage Midship Fire Pumps Hale Rre Pump Company 750-1000-1250 GPM (2840-3785-4730 L/min) Primed for power' Power. Reliability. Durability. And ease of operation. Hale's single -stage midship pumps deliver. And keep on delivering. When you want maximum efficiency, Hale's compact 750, 1000 and 1250 GPM QSG Series midship pumps are the answer. They've got the power firefighters need to get the job done, plus all the features found on Hale's higher -rated units. No wonder Hale is the leader in the firefighting industry. Hale offers the features firefighters want. Hale knows what firefighters need in a pump. And their single -stage midship pumps are built to provide it. High performance and easy operation are standard Hale features: • Heavy-duty gearbox increases power and engine/transmission- pump match flexibility. Shorter than other gearboxes by 30%, it allows for a decreased wheelbase and improves drive line angles. The gearbox is available in several ratios that are compatible with the most popular engine transmissions to ensure maximum performance. NFPA 1901 Standard Ratings QSG 75 750 GPM at 150 PSI (2840 L/min Q 10.3 bar) QSG 100 1000 GPM at 150 PSI (3785 L/min @ 10.3 bar) QSG 125 1250 GPM at 150 PSI (4730 L/min Q 10.3 bar) (GPM — U.S. gallons per minute) • Hardened chrome nickel steel gears. • Oversized relief valve offers greater bypass with less restriction and less pressure rise. • Wrap -around clearance rings increase pump efficiency and last longer than conventional flat rings. • Full -flow waterways cut friction losses and deliver maximum pressure at discharge valves. • Large suction inlets and double suction impeller deliver pump capac- ities beyond NFPA 1901 standard ratings. • Impeller inlets are on opposite sides, as are discharge volute cutoffs, so axial and radial hydraulic forces are balanced. • Pump shaft is supported close to the impeller to minimize shaft deflec- tion. Decreased shaft deflection reduces wear on shaft, impeller, clearance rings, and bearings, and eliminates need for two -pump packings. • Patented sacrificial packing rings protect pump shaft against galvanic corrosion. • One-piece body gives more room to work, allows better access to packing, minimizes potential piping leaks, and makes routine mainte- nance easier. • Eleven full flow discharge openings, including 4 inches to accommodate large discharge requirements. • Electrically driven, positive displace- ment, priming vane -type rotary pump features single panel control valve activation. • Manual pump shift with indicating lights and two -position positive lock. -15- Customize Hale pumps with a wide range of top-quality options. • TPM — Total Pressure Master Relief Valve System automatically monitors and responds to pressure changes on both the suction and discharge sides of the pump. Exceeds NFPA 1901 specifications for suction and discharge relief valves. • TRV 120 — Thermal Relief Valve helps protect pump from overheat- ing by automatically relieving water from the pump when water tempera- ture exceeds 120OF (490C). • Maintenance free, self-adjusting mechanical seal in place of pump packing. Provides a positive seal to atmosphere under all pumping conditions; eliminates pump packing adjustments and maintenance. • Full 6 inch butterfly valve rated at 600 PSI (41.3 bar) keeps the coupling extension out of the firefighter's way. Only 1-5/8 inches thick, it mounts behind operator panel. • Model 30BPF full flow tank valve for maximum tank to pump flows. Hale's unique dual tank suction line feature can utilize two 30BPF valves to accommodate tank to pump flows over 1000 GPM (3785 L/min). A builtin check valve prevents tank over pressurization. • 25BS Series sweep elbow suction valve system allows higher intake with lower friction loss. • Two -stage hig"ressure booster pump driven directly off the gearbox provides pressure up to 800 PSI • Hale bronze or bronze -fitted full - flow, ba0ype in -line valves feature patented easy -operating pressure - balanced design and top opening construction. Available to meet any piping requirements. • Full -flow 2-1/2 inch Droop-Snoot® discharge valves feature chrome cover, buiNn hose bleeder valve, and 300 angle hose connection to prevent hose kinks at the pump. • Top mount, remote valve control panel arrangement. Available on all Hale midship pumps. • Power shift for quick remote opera- tion of the pump shift from the cab. Only Hale pumps have Auto-Lube®. This patented sleeve bearing system doesn't just automatically lubricate with oil. It also seals out, and actually repels, dirt and water by putting the safest, most rugged type of "extended life" bearing right in the heart of the pump — next to the im- pellers, where it does the most good. An ingeniously simple pumping arrangement built into the main pump shaft continuously pumps oil through the bearing. A unique pressure balancing system always keeps the oil pressure inside the sealed bearing slightly higher than the water pressure outside — whether you're on a high pressure hydrant, drafting, or relaying. Dirt and water are literally forced away from the shaft, displaced by the lubri- cant at the seal point. This results in longer life for shaft, seal, bearing, packing, impeller, and clearance rings. How the Hale Auto-Lube bearing repels dirt while it oils itself. A miniature centrifugal pump (A) is built right into the shaft of all Hale midship pumps. This miniature pump continu- ously forces oil -16- from the reservoir (B) through the bearing (C) and back again. A balancing chamber (D) behind the oil reservoir is connected by a passageway to the inlet side of the pump. This chamber always keeps the pressure in the oil reservoir equal to water pressure — whether you're ' pumping at high inlet pressure or pulling vacuum. The miniature pump adds enough extra pressure to keep the oil flowing constantly at a few PSI higher than water pressure. Thus, oil pressure inside the double lip -type seal (E) is always slightly higher than water pressure outside. Dirt and water are repelled by this higher pressure. An Auto-Lube bearing does more than just repel dirt. It ensures contin- uous lubrication, even when you're pumping dry. It permits the use of a compact, double lip -type oil seal, and maintains a constant film of oil under this seal to prevent shaft wear. And because its built into the main oump bony, it completely eliminates the need for high pressure packing. ALAO Ar Detailed Specifications � A � ,f ,,ME QSG Single -Stage Midship Fire Pumps Hale Fire Pump Company 750-1000-1250 GPM (2840-3785-4730 L/min) SPECIAL NOTE: When preparing the specifications for your new pumper, assure the use of a Hale pump by incorporating these pump specifications as written. No competitive pump can match Hale's construction or performance. Pump Construction Pump Assembly 1. The pump shall be of a size and design to mount on the chassis rails of commercial and custom truck chassis, and have the capacity of gallons per minute (U.S. GPM), NFPA-1901 rated performance. 2. The entire pump shall be cast, manufactured, and tested at the pump manufacturer's factory. 3. The pump shall be driven by a drive line from the truck transmission. The engine shall provide sufficient horse- power and RPM to enable pump to meet and exceed its rated performance. 4. The entire pump, both suction and discharge passages, shall be hydrostatically tested to a pressure of 600 PSI (41.3 bar). The pump shall be fully tested at the pump manufacturer's factory to the performance spots as outlined by the latest NFPA Pamphlet No. 1901. Pump shall be free from objectionable pulsation and vibration. 5. The pump body and related parts shall be of fine grain alloy cast iron, with a minimum tensile strength of 30,000 PSI (2069 bar). All moving parts in contact with water shall be of high quality bronze or stainless steel. Pump utilizing castings made of lower tensile strength cast iron not acceptable. 6. Pump body shall be horizontally split, on a single plane, in two sections, for easy removal of entire impeller assembly including wear rings and bearings from beneath the pump without disturbing piping or the mounting of the pump in chassis. 7. The pump shall have one double suction impeller. The pump body shall have two opposed discharge volute cutwaters to eliminate radial unbalance. (No exceptions.) 8. Pump shaft to be rigidly supported by three bearings for minimum deflection. One high lead bronze sleeve bearing to be located immediately adjacent to the impeller (on side opposite the gearbox). The sleeve bearing is to be lubricated by a force fed, automatic oil lubricated design, pressure balanced to exclude foreign material. (No exceptions.) The remaining bearings shall be heavy-duty, deep groove ball bearings in the gearbox and they shall be splash lubricated. 9. The pump shaft shall have only one packing gland located on inlet side of the pump. It shall be of split design for ease of repacking. The packing gland must be a full circle threaded design to exert uniform pressure on packing and to prevent "cocking" and uneven packing load when it is tightened. (No exceptions.) It shall be easily adjusted by hand with rod or screwdriver with no special tools or wrenches required. The packing rings shall be of a unique, permanently lubricated longaife graphite composition and have sacrificial zinc separa- tors to protect the pump shaft from galvanic corrosion. (No exceptions.) 10.Optional mechanical seal in place of pump packing. One (1) only required on the suction (inboard) side of the pump. The mechanical seal must be two (2) inches in diameter and shall be spring loaded, maintenance tree and self-adjusting. Mechanical seal construction shall be a carbon sealing ring, stainless steel coil spring, Viton rubber boot, and a tungsten carbide seat with Teflon'" backup seal. 11. Pump impeller shall be hard, fine grain bronze of the mixed flow design; accurately machined, hand ground, and individually balanced. The vanes of the impeller intake eyes shall be hand ground and polished to a sharp edge, and be of sufficient size and design to provide ample reserve capacity utilizing minimum horsepower. 12. Impeller clearance rings shall be bronze, easily renew- able without replacing impeller or pump volute body, and of wrap -around double labyrinth design for maximum efficiency. (No exceptions.) 13. The pump shaft shall be heat -treated, electric furnace, corrosion resistant stainless steel, to be super finished under packing with galvanic corrosion protection (zinc foil separators in packing) for longer shaft life. Pump shaft must be sealed with double -lip oil seal to keep road dirt and water out of gearbox. Gearbox 1. The gearbox shall be cast and completely manufactured and tested at the pump manufacturer's factory. (No exceptions.) 2. Pump gearbox shall be of sufficient size to withstand up to 16,000 lbs. ft. of torque of the engine in both road and pump operating conditions. The drive unit shall be designed of ample capacity for lubrication reserve and to maintain the proper operating temperature. 3. The gearbox drive shafts shall be of heat -treated chrome nickel steel and at least 2-3/4 inches in diameter, on both the input and output drive shafts. They shall withstand the full torque of the engine in both road and pump operating conditions. —17— 4. All gears, both drive and pump, shall be of highest quality electric furnace chrome nickel steel. Bores shall be ground to size and teeth integrated, crown shaved, and hardened, to give an extremely accurate gear for long fife, smooth, quiet running, and higher load carrying capability. An accurately cut spur design shall be provided to eliminate all possible end thrust. (No exceptions.) 5. The pump ratio shall be selected by the apparatus manufac- turer to give maximum performance with the engine and trans- mission selected. 6. If gearbox is equipped with a power shift, the shifting mecha- nism shall be a heat treated, hard anodized aluminum power cylinder, with stainless steel shaft. An in -cab control for rapid shift shall be provided that locks in road or pump. 7. For automatic transmissions, three green warning lights shall be provided to indicate to the operator(s) when the pump has completed the shift from Road to Pump position. Two green lights to be located in the truck driving compartment and one green light on pump operator's panel adjacent to the throttle control. For manual transmissions, one green warning light will be provided for the driving compartment. Al lights to have appropriate identification/instruction plates. Priming Pump The priming pump shall be a positive displacement vane type, electrically driven, and conform to standards outlined in NFPA Pamphlet No. 1901. One priming control shall both open the priming valve and start the priming motor. When operating, the primer is to be automatically lubricated from its own lubricant reservoir. Pressure Control Mechanism The pump shall be equipped with an automatic pressure control device. A single bronze variable pressure setting relief valve shall be provided and be of ample capacity to prevent an undue pressure rise as per NFPA Pamphlet No. 1901. The relief valve shall be normally closed and shall open against pump pressure, with a control light to signal when open. In event of relief valve control failure, the pump is to remain operable for the complete range of the pump's rated capacity, without requiring the closing of any emergency or "in case of failure" (off/on) valves. (No excep- tions.) Total Pressure Master (TPM) Options Optional Total Pressure Master (TPM) Relief Valve System provides discharge and suction protection (against excess inlet pressure) as required by NFPA 1901 standards. System monitors discharge and suction pressures through single panel mounted control valve and eliminates the need for a separate spring -loaded suction relief valve. Valves 1. Al valves shall be manufactured by the pump manufacturer. 2. Discharge and suction valves shall be of the quarter -turn, ball type design, with a locking handle. 3. All "in -line" valves on the apparatus shall be of the quarter-tum, ball type design. The valve shall be designed so that the entire valve may be serviced through a removable top cover, without disturbing the piping or valve body. 4. The tank to pump valve shall be a 34nch full flow ball valve, with a combination 3inch NPT and flinch flexible connection. Two valves to be furnished on dual tank to pump lines for flows over 1000 GPM (3785 L,/min.) Built-in bronze check valve(s) to be furnished in the pump body. 5. The pump shall be equipped with (2) full flow suction valves with locking handle and built-in drain valve. The valve body shall connect into the pump suction with a maximum of one long sweep 900 elbow between the valve and the pump body to ensure maximum flow, with minimum friction loss. Thermal Protection Option If required the pump shall be equipped with a thermal protection device which monitors the water temperature of the pump and relieves water when the temperature inside the pump exceeds 120OF (491,C). HP Series High Pressure Pump Option 1. A two -stage high pressure pump shall be mounted on midship pump gearbax and be continuously driven directly off of a gearbox gear. Pump suction shall be supplied by a pre -piped supply line from the single -stage midship pump. 2. Pump shall have two hand -ground and individually balanced, fine-grain bronze impellers on a heat -treated stainless steel shaft. 3. The pump water seal shall be effected by mechanical seal utilizing a spring loaded carbon ring on a high purity ceramic seat. Seal shall automatically adjust for wear. Hale Fire Pump Company cannot assume responsibility for product failure resnrl6ng from improper maintenance or operation. Hale is responsible only to the hmifs stated in the product warranty. Hale Fire Purnp Co. Godiva United Hale Products Europe Hale Products Asia 700 Spnng Mill Avenue Charles Street Industnegebiet-Nord 530 East Coast Road [wool Conshohocken, PA 19428 Warwick, CV34 5LR Benzstrasse 4 #04.03 Eucaha Block USA England D-64807 Dietwrg 1 Ocean Park TEL: 2151825.6300 TEL (0926) 411666 Germany Singapore 1545 HALE PRODUCTS INC. FAX: 2158256440 FAX (0926) 402075 TEL: 06071 181061 TEL: (65) 446-1459 TWX: 51066a8931 TELEX: 311761 FAX: 06071 / 81065 FAX: (65) 446-1895 Trusted by Emergency Services Worldwide —18— 01993, Hale Products Inc. PrinAm in I I Q A o. ,u,..:., rd- A A I D, C C /0- AREA FLOWS REQUIRED FIRE FLOWS (PER I.S.O.) REQUIRED FIRE FLOW REQUIREMENTS FOR LARGE STRUCTURES AND CAPACITIES OF AVAILABLE EQUIPMENT TO MEET THOSE REQUIREMENTS Gallons per minute pumping capabilities are listed here for each piece of structural firefighting equipment staged at the Kenai Fire Department: Engine 1: Engine 3: Tower 1 : 1,500 GPM 1,250 GPM 1,500 GPM SUB TOTAL 4,250 GPM (PRESENT CAPABILITY) 1,000 GPM (REPLACEMENT TANKER CAPABILITY) ------------------------ TOTAL 5,250 GPM Gallons per minute availability of water listed here have been calculated using Method #1, as noted in the IFSTA 205 Water Supplies Manual (3rd Edition). Area flow tests and formulas are on file at the Kenai Fire Department. Kenai Central High School and Auditorium: K-Mart: Available Water: Available Water: Carr's Quality Center: Available Water: Kenai Mall: 3148 GPM @ 20 psi 3708 GPM @ 20 psi 3075 GPM @ 20 psi Available Water: 4448 GPM @ 20 psi -19- Required fire flows are from the Insurance Services Office (ISO) Fire Flow vs Ground Area tables as printed in the IFSTA 205 Water Supplies Manual (3rd Edition). Kenai Central High School/Auditorium: 191,810 sq. ft., 2 stories, fire resistive, part. sprinklered Required fire flow per ISO: 6,000 GPM K-Mart: 158,000 sq. ft., 2 stories, fire resistive, sprinklered. Required fire flow per ISO: 4,500 GPM Carr's Quality Center: 65,000 sq. ft., 1 story, fire resistive, sprinklered. Required fire flow per ISO: 2,100 GPM -20- Item #22 - City Council's Short -Term Goals List UPGRADE OF DISPATCH COMPUTERS In 1986, the Police and Communications Departments purchased an in-house computer network system. Part of the system included PC's for multi -task dispatch functions. These 286 PC's are capable of accessing the in-house mini -computer, the State crime computer (APSIN), and the National Crime Information Center (NCIC). These units also serve as word processors for typing reports and other office tasks. As the State Data Center has upgraded their equipment and soft- ware we have experienced problems interfacing with APSIN. Data Center technicians have advised us that the problems would be alleviated with the use of faster PC's (486). The Kenai Peninsula Borough E911 system went on-line in October 1993. A portion of the system included a borough -wide computer- ized mapping system. To access that software would require upgrading the PC's in our Communications Center. FISCAL IMPACT Three local vendors provided quotes for the computer upgrade. The average cost was $8,800, to include hardware, software, and labor. DLM:lrr Item #23 - City Council's Short -Term Goals List. POLICE CAR RADIOS Presently the Police Department has about ten mobile car radios that are 15 years old. They require more maintenance than the newer units and lack the capability to communicate with the Alaska State Troopers and Soldotna Police. In the past, we have experienced situations requiring multi - agency response and direct communication between police units. These include responses to escapes from the prison, pursuing fugitives, aircraft disasters, environmental disasters, and generally an awareness of what is occurring in adjoining juris- dictions. Mobile radio prices have dropped years. The current price for a approximately $1,000. Updating approximately $10,000. DLM:lrr dramatically during the past few scanning multi -channel radio is our older units would require KENAI POLICE DEPARTMENT GOALS & OBJECTIVES I. Short Term Goals 1. GOAL - Promote crime prevention programs which reduce the opportunity for and lessen the loss attributed to crime. a. Establish a Business Watch program through parti- cipation and communication with local businesses. b. Provide training for local businesses, community service groups, and citizens addressing shoplift- ing, robbery, burglary, drug use, etc. 2. GOAL - Increase programs at local schools addressing drug use and other criminal conduct. a. Expand the D.A.R.E. program to include the Junior High and High Schools. b. Work with local organizations and committees to coordinate efforts addressing juvenile problems. C. Increase child safety presentations at elementary schools. 3. GOAL - Improve efficiency of records storage and re- trieval. a. Evaluate and implement an electronic system de- signed to reduce repetitious reporting and copy- ing. b. Evaluate an electronic system compatible with the records system for storage and retrieval of must shots, crime scene photos, and written evidence. 4. GOAL - Establish a physical fitness program. a. Program to include minimum fitness standards and incentives for physical maintenance levels. 5. GOAL - Establish more effective radio communications with local law enforcement agencies. a. Update and replace existing mobile radios with units offering scanning capabilities. 6. GOAL - Increase effectiveness of patrol DWI enforce- ment. a. Install video cameras in patrol cars. KENAI COMMUNICATIONS DEPARTMENT GOALS & OBJECTIVES I. Short Term Goals 1. GOAL - Complete and implement a Field Training & Evaluation program for dispatchers. 2. GOAL - Improve efficiency of records storage and retrieval. a. Evaluate and implement an electronic system designed to reduce repetitious reporting and copying. 3. GOAL - In response to increases in population and resulting work load, restructure personnel assignments. a. Extend current part-time Dispatcher to full-time. b. Create Dispatch II position to function as Train- er/Supervisor. C. Restructure Communications Supervisor position to more accurately reflect duties performed. 4. GOAL - Upgrade present computer system hardware. a. Install hardware capable of accommodating E911 software enhancements and APSIN functions. II. Long Term Goals 1. GOAL - Expand dispatch area separate from records and receptionist area for increased efficiency. a. Separate dispatch and clerical duties into dis- tinct positions. GOALS 6 OBJECTIVES/BUDGET WORK SESSION APRIL 13, 1994 KENAI SENIOR CENTER ADDITIONAL INFORMATION ADD: B-9, Computer System Review and Evaluation - a. 4/7/94 Computers Plus letter. b. 4/12/94 Scott Kraxberger, Kenai Peninsula College Observations and Suggestions VA Computers Plus CITY ADMIN. OF KENAI Serving All Your Computing Needs April 7, 1994 Thomas J. Manninen City Manager To Whom it May Concern: Regarding the request for a comprehensive analysis/bid for City of Kenai computer systems; Regretfully, Computers plus was not able to compile a quality analysis/bid. There were ten (10) separate city departments to evaluate on paper. Unfortunately computer systems cannot be evalu- ated on paper. Each computer system is different and many systems while appearing the same may have had modifications which cannot be seen on paper. A comprehensive analysis would have to involve on site inspection of each departments computer system. Computers Plus has developed a working relationship with several of the City's departments and is familiar with their computer systems and needs. Computers Plus was directly involved in advising these departments on their future computer needs and requirements. To give an analysis of all departments without being familiar with their unique requirements and standards could be mislead- ing and detrimental to future growth. In today's information society the importance of a quality computer system should not be underestimated. It is unfortunate that due to the aforementioned circumstances, Computers Plus was unable to submit a bid that the City of Kenai could build its future on. Computers Plus is dedicated to quality and to the Kenai Peninsula. If an on site inspection of the city departments could be arranged Computers Plus would be able to submit a meaningful bid tailored to each departments needs and future growth. Sincerely, m T�f mpson Sales - Service - Training - On Site Repair - Consulting - DOS - Macintosh City Of Kenai Computer Study Observadons/Recommendations 12 Apr 94 For: Thomas Manninen, City Manager By: Scott Kraxberger, Kenai Peninsula College aA/ As you requested, I have read your repeat computer requirements study and the responding proposals from Custom Computers of Alaska (CCA) and Industrial Instruments Service Inc. (IISCO). My observations and suggestions follow below. Note these are my opinions only, not those of my employer. Large Applications Your requirements include at least two current applications which are beyond the capability of standalone PCs and will require upgrade or replacement soon. You are considering adding other of these "large" applications. Due to the high costs, extra care must be taken in specifying and purchasing solutions in these areas: • Finance and Accounting System (currently on MM System 36 minicomputer) • Library Card Catalog System (currently on a turnkey system from Dynix) • Graphic Document Management System (proposed by the city clerk) • City offices computer network (see the discussion below) In addition to the first three items, you should consider adding a computer network and central file server to integrate all(or most) office: PCs at your central office building. This network can provide many benefits including: data transfer between offices, less expensive applications programs, electronic mail, simple data backup and recovery procedures, peripheral device sharing (e.g. laser printers, plotters) and file security. The negative aspects of the change are costs for network hardware, software, cable runs and a more complex computing environment. Each of these items are relatively costly. Each would benefit from up front investigation detailing current and future requirements. One way to do this would be to use the current vendor's replacement costs' as a working number for planning, but commission further study before choosing the solution. Preferably, the study result would be several i e.g. Library system - $76,661 fi+om Dynix, P9 wcc System - app mx. 60,000 from MM and Mentor, etc possible solutions with the pro's and eon's of each. This will give the City of Kenai decision making body a snapshot of the current marketplace instead of a single choice. Five to ten percent of the installed system cost is not an unreasonable expenditure in the investigation phase. This initial investment has potentially the highest return on investment of any you spend. Important issues as you select powerful, proprietary system are: 1) What is the system required to do now? In 4 years? 2) Can the system export data eaaiiy to other computer systems? 3) How "open' is the environment - can extensions and modifications be added? 4) Can the system interact with PC networks(e.g., Novell Netware)? 5) Is the system based on a relatively "old" or "new' hardware platform? The performancelprice ratio of newer systems is invariably much moms favorable. 6) How difficult will it be to "migrate" from the old system to the new? Note how the issues above relate to your applications. How many terminals do users need in the library? Would a smaller system work just as well? Would a graphic document management system be more useful if it was accessible to all staff members from their desks, instead of from one station at the clerks office? (Le. Can the CanonFile 250 support remote clients via a PC network?) A similar question is valid when discussing the financial systcm data. Standard Personal Computer Another important issue is whether to attempt standardize on a PC solution. This is done at most major corporations and govermeent agencies. There are many advantages to choosing and enforcing a particular hardware wvbkecdue, operating system, and application suite across your org:mzation. There will be special needs and differing performance requirements which will require some variation but the more homogenous the better. In my opinion (and that of both CCA and IISCO) is that the following choices are best: Hardware Platform: IBM compatible (best with VESA -oval Bus support) Operating System: MS-DOS / MS Windows (cuf= versions 6.2 / 3.1, respectively) Application Suite: Best chosen by your staff • but stondardrsed Standardization is difficult for some users who must make a switch but it pays dividends in computer support, computer maintenance. data transfer between staff members, etc. Note, the IBM compatible architecture is from many maaiifacttitrers, and at many different performance levels. Again, the City should try to be as homogenous as possible when specifying and purchasing this hardware. The current minimum standard for purchasing should be a 486DX 33 based system.2 Existing 386 based systems are still useful for the 1 Tochmad nM: 486DX systems bM book in math OOp acessing support- This is a very important performance eonsiderabon in all grw Na and math i o=" applications (e g. AuU", spreadsheets). All other 436 CP'trs do not have this oWM above operating system combirAtion while 286 system should probably be used for special side tasks or phased out. In moral, money spent on upgrading "old" (3 years or more) systems, would be much better spent as partial payment on new technology. Selecting The Vendor/System Integrator I won't make any specific recommendation here. I am personally aquainted with at least one of the prospective vendors and mould not want to give any appearance of preferential treatment. Both proposals seem wen thought out, gives the documentation they had to work from. My general suggestions concerning sdectinig vendors and implementing the upgrades would be as follows (mostly common sense): a) Charge someone on your staff to cheracterize the capabilities of the vendor. Check with previous clients (preferably with larger installations) to garner quantitative and qualitative evaluations on the vendor's past performance. Get as many dill rent data points as possible. The vendor should provide a refer+enee list to facilitate the process. b) Consider breakmg the contract up into parts. This way you can control the execution more c ompletdy. If either side becomes unhappy, the relationship can be ended more quickly and cleanly. More than one vendor could be used if desired. c) Ask for more than one possible solution on the big ticket items. Understand the tradeoff between them. If you live any questions, get input from a separate source. For various reasons, I had a limited amout of time to evahute this data. Thus, the above discussion does not cover an points in the study or proposals. If you have any specific questions, I would be happy to give further elaboration. Please let me know if I can offer any further advice or assistance. Citv of Kenai Comprehensive Computer System Evaluation Proposal Custom Computers of Alaska DanAnderson C C BusinessComputerAnalyA • Sales • Service • Conswung -Training 10819Spur Highway,Suite184 (907)283-5850 Kenai. Alaska 99611 (907)283-5840(Fax) Custom Computers of Alaska F KENK City of Kenai April 1. 1994 I. Introduction As the City of Kenai examines computer -related needs, a futuristic approach is necessary to ensure that expense is also investment. The thrust of this document is to lay the foundation for a computer equipment strategy. Random replacement by default keeps a computer on each desk, but a long range needs -driven plan will result in much more computing power for the same money. As business moves from the typewriter to "voice recognition" and "pen based" computing, purchases must reflect these changes in technology. Concepts like "resource sharing" and "upgradeability" provide the flexibility needed to keep pace with this maturing industry. II. Industry Trends As the computer has become a necessity in offices, users of these computers have been rather demanding about what they want their computers to do for them. Ease of use, speed, connectivity and health issues have lead to many of the changes in computer hardware and software. Computers of today still execute instructions at the binary (or "01 ") level one instruction at a time, just like they did in the 1940's. Most of the advance in computer technology has been to make the job easier and faster for the computer user, not the computer. One of the primary reasons microcomputer capacity is larger and microprocessors are faster is to handle all the overhead of making the computer easier to use. The computer of the 1990's does more work translating mouse clicks into something it can execute than it does actually executing the instruction. After all, the whole idea behind having a computer is to make the job faster and easier. Right? Computers have truly been integrated into the way we do business. Staying in the mainstream of computer technology can have a real impact on computer -related office expense and productivity. Hardware and software trends, computer connectivity, environmental issues and upgradeability are key issues to consider when analyzing a long range plan. In general, my recommendations are: 1) buy all the computer you can with the available budget, 2) share data and resources on a network, and 3) buy upgradeable computers to maximize their useable life cycle. On the following pages, I provide a more detailed examination of these issues. City of Kenai April 1. 1994 A. Windows Microsoft introduced a software product called "Windows" a few years ago, and it's changing the way we interface with computers. Instead of looking at an unfriendly blank screen that will not do a thing until we give it a command in "computereze," Windows provides us with familiar little pictures or "icons'' that we click on and move around the screen, and amazing things begin to happen. Tasks that used to require a command that stretched across the screen can now be performed with a double click of a pointing device like a mouse. This new computer environment is called a G.U.I. (Graphical User Interface). G.U.I. is making computers so much easier to use that the novice can become proficient in a much shorter period of time. Because of this revolution in computer software, major industries are moving toward Windows -based programs for everything from word processors to data bases and CAD programs. I was personally responsible for switching the local Phillips 66 plant from DOS based WordPerfect to Microsoft Word for Windows. Two weeks ago I delivered a training workshop for UNOCAL to assist in their transition from a DOS -based data base called Paradox to Microsoft Access for Windows. Microsoft Word for Windows has been the on the PC Best Sellers list for the last 145 weeks and has been the # 1 best selling word processor for some time now.' :Microsoft EXCEL for Windows has been on the same list for the last 72 weeks and has been # 1 much of that time. Four out of five of the top selling data base programs are Windows -based. This trend toward an easier to use graphical environment is nationwide, and it is here to stay. B. Communications I attended a workshop in Anchorage last week where the Small Business Development Center announced that the Department of Defense is in the process of computerizing all its procurement transactions. This process is called EDI (Electronic Data Interchange). "Electronic data interchange (EDI) is the computer -to - computer exchange of routine business information using Accredited Standards Committee (ASC) X12 standards. EDI is now in common use in many private companies and promises to become the preferred method for conducting all business in the future. After acquiring the appropriate ' Taken from the Ingram Micro PC Best Sellers List. 2 City of Kenai April 1. 1994 computer hardware, software and communications, business can eiiminate the burden of paper purchase orders, invoices. shipping forms, and other documents that are now used to conduct business. EDI will replace them with their electronic equivalents. The motivation to move to EDI is compelling: the cost for processing one multipart paper document from `cradle to grave' typically can range from $10 to $40 and sometimes more. Conducting business electronically eliminates these paper forms and can slash these costs by a third to a half. ,2 This means that the only way a business can provide goods and services to the Federal Government is to connect to a VAN (Value Added Network) via a modem to see if the market "profile" matches any of the requests for proposals. Proposal award winners are notified the same way and a direct deposit is made into the bank when products and services are rendered. ARCO is currently purchasing 60% of their goods and services through EDI and is hoping to complete the process in the VNF (Very Near Future)! Business and personal software now provide MODEM (Modulate Demodulate) and FAX options that enable connectivity to banks, airline reservation data bases, the IRS and virtually anyone who has a computer and a MODEM. As business transactions become more computer -based, communicating with computers becomes more of a necessity. President Clintons' "Information Highway_ " may be 50 years behind the ALCAN, but it's here now. C. Networking Sharing data, programs. and peripherals within an office is soon to be as common place as sharing the coffee pot and the copier. There are so many reasons to do it that after implementing a network, most offices wish they had installed their LAN (Local Area Network) much earlier. I have found that the biggest resistance to a computer network is fear of the unknown. (It's the same fear that we had about computers in the first place.) A good computer network has adequate security measures, as well as ease of use and considerable savings related to non redundant data, programs and peripherals. A data base containing historic public records can reside in one department and be accessed by any or all departments. This reduces computer storage requirements and ensures accuracy by having one place for the Taken from the document -Forging a Partnership Through EDI" prepared by Logistics Management Institute for the Federal Department of Defense. dated July 1993. 3 City of Kenai Apnl 1. 1994 data rather than numerous versions of the same information. Instead of purchasing a single copy of a word processor for each workstation, a network version of the same program running on a file server saves hundreds of dollars on the program and upgrades, and ensures that everyone's documents are compatible because they are all on the same level of software. Many departments in the City have printers sitting on almost every desk. Networked printers would provide a variety of printer styles from color ink jet to camera ready art quality.' The wealth of laser printers could be spread to those departments that do not have laser quality printers without sacrificing speed of printing in any department. The trend is to integrate printing peripherals so that one device serves as the printer, the fax machine, the copier and the scanner all in one. This new equipment is still rather expensive, but in a three to five year plan, it is worth thinking about. Electronic mail within departments and between departments is incredibly easy and comes free with most LANs today. E-MAIL is fast, accurate and can be sent to predefined groups all at once. Senders can be notified when the recipient has opened the mail. Files and documents may be attached to the mail item, and a mail response may be returned with a simple "resend" to the sender. Local Area Networks can even be set up within departments and then WANs (Wide Area Networks) can be formed by connecting the LANs. Microsoft (the Windows people) has the easiest to use LAN on the market called Windows for Workgroups. Total cost per computer is approximately $250.00. D. Multimedia A CD-ROM drive, a sound card and a pair of speakers or headphones provide three dimensional display in 256 colors. stereo sound and 650 megabytes of reference material on each disk. Volumes of information including an entire encyclopedia with full motion video and stereo narration fit on one CD. Entire libraries are available on CD and are updated monthly to save the expense of logging into pay -per -access long distance data bases. The Kenai Municipal Code and any other lengthy read-only document can be transferred to CD for fast reference without taking up precious storage area on the computers. Even 3 5 mm photographs can be developed on CD for viewing and storage of important documents and events. Multimedia has become almost standard equipment on school and personal computers and is quickly finding its place in business 3 This document was printed on a Hewlett Packard ink jet printer. Approximate cost is $550.00 4 City of Kenai April 1. 1994 computing due to its fast access and high capacity. A fully installed internal multimedia package, including five multimedia disks, is available for approximately $550.00. E. Ergonomic Computing An alarm is being sounded today by many groups to make computing safer for the user and easier on our environment. Many computer components are available today that use a fraction of the power of earlier models and have reduced emissions. Keyboard trays that hang at a comfortable level, as well as ergonomic trackballs, make less demand on the wrist during a long day at the keyboard. These issues will become more accentuated in the near future. F. Computer Upgradeability One of the most costly ways to buy a computer today is to buy what seems to be a bargain then find out that it has limited expansion and upgrade potential. Most computer manufacturers today build a limited life cycle into their computers by providing very little option to change the configuration of the computer. It may serve today's needs, but tomorrow it will have to be replaced because it cannot change or grow with your needs or changes in technology. This is great for the manufacturer. They are in the business of selling you as many computers as you can afford. I recommend the City of Kenai purchase computers with an open architecture that allows for growth and expansion. These computers adhere to the ISA (Industry Standard Architecture) and tend to be compatible with more hardware and software due to their flexible design. The cost of these computers is often no more than the proprietary computers and they are frequently of superior quality. As an example, Custom Computers of Alaska builds a non-proprietary 486SLCDX2/66 computer that is one of the fastest 486 processors available. Its clock speed is twice as fast as a 486DX/33. It uses a genuine IBM logic board. It has a 250 megabyte hard drive with 4 megabytes of RAM. With a .28 dpi SVGA monitor, a full megabyte of cache RAM on the graphics card and loaded with MS DOS and Windows 3.1, it costs $2100.00. City of Kenai April 1. 1994 III. Department by Department Recommendations The following recommendations are made based on my current knowledge of the City of Kenai's computer equipment. This information was provided by Thomas J. Manninen, Kenai City Manager, in the form of copies of a memorandum from each department. These documents indicate the current computer equipment in each department and the perceived need for future hardware and software. I have tried to develop an understanding of the direction each department is taking in their use of computer -related equipment. However, as I align the current installation with industry trends and a three- year plan, my recommendations sometimes differ from the department requests. I would suggest considerable needs analysis and dialog with each department prior to any decisions based on this proposal. I have attached two tables. One table summarizes the computer items and expenses as indicated by each city department memo. The other is a rough estimate of my recommendations based on my current knowledge of department needs. I also wish to make it clear that I recommend gradual implementation over a 24 to 36 month period, except in situations where there is an immediate need. A. Legal Department Both of the computers in the legal department are under powered and antiquated in light of a three year plan. The entire Kenai Municipal Code is stored on a hard drive that is likely eight years old. Access time for routine tasks, code queries and maintenance would seem to be excessive. Neither of the 286 generation computers will support Windows, Windows -based programs_ or a Windows -based network. The Toshiba P321 SL printer is near the end of its life cycle and appears to be barely adequate and interuptive to the work environment due to the fact that it is "slow and noisv." I would recommend replacing both of the computers with 486SLCDX2/66 computers and replacing the Toshiba printer with a color ink jet printer. I would also recommend networking these two computers together for printer sharing and information exchange with Windows for Workgroups Version 3.11. The legal secretary's computer would seem to be in need of replacement very soon. Consideration might be given to putting the city code on a fast access device. Total department expense over three years for two 486SLCDX2/66 computers, the printer and network would be approximately $5,350. 6 City of Kenai April 1. 1994 B. City Clerk The City Clerk appears to have researched a system that will satisfy department needs. I would suggest that some time in the three year plan the existing 386 generation computer be replaced with a 486SLCDX2/66. I would also recommend networking the City Clerks computer to the legal department with adequate security for both departments. Total department expense over three years for the Canonfile 250 and one new 486SLCDX2/66 computer and network would be approximately $22,350. C. Public Works It appears this department needs to replace a 286 generation computer and a Macintosh computer soon. I would recommend replacing the MAC with a 486 computer instead of another MAC. Windows provides a G.U.I. very similar to the MAC and most, if not all, the files could be converted to Windows versions of the same programs. The Imagewriter printer could be replaced with a color ink jet printer to be shared within the department. It also appears there is a need for a plotter. Long range needs include an additional 486 generation computer and replacement of the 386 generation computer. I would recommend networking all of the computers in the department. Interconnection with the rest of the departments would depend on the advantage of shared data and programs. Total department expense over three years for four 486SCLDX2/66 computers, an ink jet printer, the plotter and network would be approximately $13,550. D. Fire Department The 286 generation computers and the NOVELL network are all outdated. Repair and parts replacement cost may soon exceed the expense of new computers. In addition, the Windows for Workgroups network is a peer -to -peer network that does not need a file server, so the need for one computer is eliminated. I recommend replacing the six 286 generation computers with 486SLCDX2/66 computers. I would like to see if a color ink jet printer would satisfy the need for a color printer. (Color laser printers cost thousands of dollars, while color ink jet printers cost hundreds.) I would also recommend networking the six new computers with Windows for Workgroups 3.11. Total expense over three years would be approximately $14,750. 7 City of Kenai Apn1 1. 1994 E. Airport Some time within the three-year plan, I would recommend replacing the Macintosh LC with a 486SLCDX2/66. The Windows environment would be similar to the Macintosh interface. The Windows for Workgroups network and a modem would enable the airport manager to communicate over the network with his secretary in City Hall. Time saved by transmitting the data and eliminating the need for Mac to PC translation would be substantial. I would also recommend replacing the Imagewriter printer with a color ink jet printer. Total department expense over the three year period for a 486SLCDX2/66, with network, modem and printer would be approximately $3,100. F. Administrative Assistant There does not appear to be an immediate need for a change to the existing system. With a three year plan in mind, upgrade or replacement with a 486SLCDX2/66 would be appropriate. Advantages of networking with the Airport Manager could be considered. Total expense for the 486SLCDX2/66 computer, a modem and a network over the three year period would be approximately $2,450. G. Police The police department has already identified the need to replace four 286 generation computers with 486 computers. I would suggest that the 8088 and the 386 would also be in need of replacement within the three year period. Data storage for the Kodak system would be additional and would need to be assessed when needed. Total replacement cost over the three year period for six 486SLCDX2/66 computers would be approximately $12,600. H. Community Library The Library Director has done extensive research into the requirements for replacing the mainframe computer in the library. Dynix quoted their replacement cost to be approximately $76,661. It appears the need for replacement will be within the three-year plan. Other needs include a CD stack costing approximately $2,500. As public -use computers in the library become unusable, 386 generation City of Kenai April 1. 1994 computers that are being replaced in other departments could be relocated to the library. I. Senior Center There appears to be an immediate need for a replacement computer at the Senior Center, I would recommend replacing the 386 generation computer within the three-year plan as well. The laser printer will probably remain useable for some time. I believe the connectivity between the two existing computers is for printer sharing only. I would recommend networking the two computers with Windows for Workgroups. Total expense for two 486SLCDX2/66 computers and a network over the three-year period would be approximately $4,700. J. Finance Decisions related to replacing the IBM System 36 in the Finance Department are debatable. The System 36 is a "minicomputer." If it is replaced with another minicomputer the cost of replacement and support would probably be close to the estimated $100,000. Both mainframe computers ants minicomputers are being readily replaced in the market place by powerful microcomputers with multiple processors. In fact, it is predicted that the mainframes of the future will have an internal configuration much like the microcomputer. Their logic boards will have rows of incredibly fast microchips. Tests have indicated that the speed of a computer increases in a linear fashion as additional microchips are added. I believe a thorough study is in order that compares expense and performance of a minicomputer with a microcomputer solution. My personal conviction is that a microcomputer workstation with multiple processors will yield better performance at lower cost. In addition, breaking away from the minicomputer path will position the finance department much better as technology favors further development in the direction of the microcomputer. My rough estimate for replacing the existing hardware and software in the Finance Department with a microcomputer solution is under $75,000. 9 City of Kenai April 1. 1994 IV. Summary A three-year strategic plan is a long term plan when considering the rate at which computer technology is changing. It is safe only to predict that this technology will change at an ever increasing rate. Therefore, flexibility and a constant vigil on the market place will position the City of Kenai much better when making computer -related purchase decisions. Both hardware and software will continue to evolve as continued demands are placed on these tools of productivity. Discussion regarding specific software for each computer was intentionally deferred in this document until hardware, operating systems and possible networks are identified. Prices quoted in this document are uninstalled prices. Computer delivery is free and is accompanied by a two year warranty and training package. However, installation of networks and some peripherals will require an on -site estimate. I offer the following suggestions : 1. Each time a department is ready to add or replace a computer it will be time to revisit the strategic plan as well as the market place. 2. Investigate the possibility of "trade in value" as existing computers are replaced. (Custom Computers of Alaska offers trade value for complete computers as well as component parts as computers are upgraded.) 3. Consider a support package for each or all of the departments. Expense for an extended support policy is often no more than the expense for hardware and software maintenance. Unexpected expenses can play havoc with a budget. A good support package includes regular preventative maintenance and predictable cost. 4. The following page offers a list of questions to consider when making a computer purchase. I thank you for the opportunity to contribute in your decision making process. I remain ready to participate in planning and implementing your computer equipment strategy. Dan Anderson, Owner Custom Computers of Alaska 907-283-5850 f 1C City of Kenai April 1. 1994 Computer Purchasing Issues Questions to consider as you make your decisions about computer equipment: - How fast do I want my computer to process? - How large do I need my data "storage' area to be? - How much "memory" do I need available to the processor? - How upgradeable is this computer system? - Is the computer "proprietary"? - Does this computer configuration have an expected "life cycle"? - Should we share files, data and/or programs on our computers? - Should we share peripherals like printers, back-up systems and scanners? - Does sharing compromise security? - What kinds of things will force me to upgrade hardware? - What kinds of things will force me to upgrade software? - Am I better off to buy a new computer every few years or upgrade? - What kind of "support package" is in my best interest? - How do I maintain awareness of current computing trends? - How do I get the most productivity out of my computer? - Should I buy a Macintosh or a PC? - Should I operate in DOS or Windows'? - Should I enroll my employees in computer related training? - What is my most effective means of data backup? - What is my best answer to unstable power to my computer? - What does my warranty really mean? - Who pays for shipping? - Is loaner equipment available in the event of equipment failure' - Did you understand what that technician just said? - How do I best protect against a computer virus? - Is my data safe if I "compress" my "hard drive"? - What concerns are there regarding software compatibility? - What is "ergonomic" computing? - Is there advantage to purchasing a "green" computer? - What health risks should I consider in my computer purchase? - What are the dancers of buying a proprietary computer? - How will I know I have made the right purchase? - What other user groups do I need to consider in my choice of computer? - How do I keep all this in mind and keep my decision simple? 11 City of Kenai April 1. 1994 Notes: 12 OD � y W 0 f C ^ fo`a. 10 r rWn � �� o N H 0 r r V 4 A ti sA — u3 CA � � 56 � V O O r�i �z w a W y N .. 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X a v cs tit u tis ff �t u ti �O ID 10 %O �O �O �O A G A �O �O �O a 00 W. o0 00 00 c N oe oo x ao w 00 00 00 00 00 .- T i Ow — W 0. W Cn - = �_ ►T,, �' N _ �i c K n — u� .c i 3 OW. Cam. L 'SN , R U J L ^^e^e 76 �j qX uN e3i �5 Z f x —10 ----___— _ Z C V V F• N N 000 0 00 o jr t�`i C.7 NOb0 z O �O T r `. e00, 'C 00 {y' S �e %: N N p y 'O NO �D �O U 00 00 00 z C e+f N T Q �D .'7 00 00 N r11 U Q �O 00 N1 S a E h U N �+ p E 0�0 G !� 000 M 9 JUG r,.. u ��A1W A N C7aw_ rz %4 TO: FROM: DATE: INDUSTRIAL INSTRUMENT SERVICE, INC. 300 AIRPORT WAY, KENAI, AK 99611 PHONE: 907-283-4230 FAX NO.: 907-283-7766 Thomas J. Manninen, Elvin O'Guinn 3-31-94 SUBJECT: Computer Analysis/Study RECEIVED elr CITY ADMIN. OF KENA, In response to the memos that you have given me on March 18, I have drawn up a list of upgrade options. This list is based on the future needs expressed by each department and is an estamite of cost, not a firm quote. Legal Department: The Legal Department has one COMPAQ Portable Computer with a Toshiba P321 SL Printer, and a COMPAQ 286 with a HP LaserJet IIP printer. Cary Graves states that the portable computer is adequate for its use, except the printer is slow and noisy. Also the COMPAQ 286 will not run WordPerfect 6.0. Panasonic makes several models of what they call "Quite" printers that run around 300 characters per second and are 24 pin. These printers cost around $370 for 80 column and $520 for wide column. Panasonic also has some inexpensive Laser printers that are quite, produce 5 pages per minute and cost around $700. A replacement computer for the COMPAQ system would be around $1900. This would give you a: low INDUSTRIAL INSTRUMENT SERVICE INC. 486DX33 VESA Local Bus Both Floppy drives (1.2 and 1.44MB) 250MB Hard Drive 4MB RAM Memory SVGA Monitor (1024X768.28mm non-int.) Both Windows 3.1 and DOS 6.2 (907) 283-4230 ELVIN O'OUINN Systems Engineering 300 Airport Way, Kenai, AK 99811 FAX# (907) 283-7766 Kenai Senior Services: Pat Porter has two systems, a 386SX with an 80MB hard drive and an IBM PS/2 model 8225. The IBM 8225 is not a machine that is easily upgraded, do to it's architecture. It would be more cost effective to replace the machine. Pat has a replacement cost of $1875 for a 486DX33 system as outlined in her memo on March 15. Pat has mentioned that the Samsung 386SX system is fitting their needs fine now. In the future, the machine could be upgraded to a 486 by replacing the mother board for around $800. Finance Department: The Finance Department has an IBM system 36 with two 200MB SCSI drives and 5 terminals, two of which are also stand alone computers. To upgrade the system 36, the next step is an AS400 such as a model F10. An AS400 with 1.9GB hard drive, 24MB Memory, Battery Backup, 1.2GB Tape Backup and modem for customer support runs around $30,000. To upgrade the Mentor accounting software to work with the AS400, including instalation, training, and data conversion looks to be around $28,000. The AS400 would utilize the existing terminals and printers. With online support, maintence and troubleshooting could be done by the software manufacturers via modem over the phone line. Moving to the AS400 is a large expence since the conversion of the software is about the same as the total cost of the hardware. Some contacts for the Mentor software on the AS400 would be Barbara Barnes (606) 231-0519 or Jay Poluck (415) 499-3102. City Clerk's Office Carol Freas has mentioned that she has no short-term need for upgrade and her computer is working for now. She has a stand alone PC that is a SWAN 80386 with 2MB of RAM memory and an 80MB Hard drive. It should be possible to upgrade the system by replacing the motherboard for around $800 if needed. One item to look at in the future is to network the computers in the office. If the need to share information is becoming more of a priority, there are several avenues to take. A simple approach is to go with a Peer to Peer network. This means that several computers are connected together and they can all share each others hard drive and peripherals. This may be a solution if only a small number of computers need to share information. Lantastic, Novell Lite, or Windows for Workgroups could connect Carol's computer with Sheryl's computer to share information. Another option is to go with a Fileserver/Workstation network. This means that a number of computers (Workstations) are connected one Dedicated computer (Fileserver). The Fileserver would have a large hard drive for the storage of information that all the Workstations want to share. Novell will deliver multi -level security for protection of sensitive information and is a standard in business networking software. The Kenai Fire Department is currently using a Fileserver/Workstation configuration with Novell software. Novell Netware for 10 users with network cards, cabling, and a Fileserver will run around $6000. Lantastic for 10 users with network cards, and cabling runs around $3000. Public Works: Kathy Woodford has just upgraded her computer to a 486DX33 with 4MB RAM and a 170MB Hard drive. Her hardware is current at this time. The only needs she might face in the future is if she needs to network or starts to need more hard drive space. Her computer can be upgraded by just adding another hard drive or more RAM memory if the need arises in the future. Lorretta Harvey has an ALR Powerflex that has a 386SX upgrade module installed in it. To upgrade the processor on the ALR Powerflex version of computer, you need to purchase the CPU module or replace the motherboard. The cost for a 486SX module for the Powerflex is $300 and to replace the motherboard will be around $800 for a 486DX system. Robert Springer's Compaq 286 has non-standard power supply and motherboard. In order to directly upgrade his system, parts would have to be purchased from Compaq at a cost that would be much greater than that of a computer following the industry standard. A replacement 486 system with 250MB hard drive and monitor would run around $1900. Jack La Shot's hardware seems to be fine for the present. Jack has mentioned that he may need a printer/plotter. His cost for a plotter or printer will vary greatly depending on exactly what he wants to do with it, such as the size of paper to handle, color or black and white, and resolution. Dave Reetz has just had new equipment installed with custom maintenance software that we wrote. His only needs in the future may be if he wanted to add fuel tracking to the software. The cost for this would be figured on an hourly basis for the design of the program since Dave already has the development software and the computer hardware to run it. The only additional hardware cost would be in the field instrumentation connected to the fuel pumps that would send information from the pumps to the computer. The cost would depend on the environment that the flow transmitters would be in (ie. Class 1 Div. 1, etc.), and what he would want the transmitters to do (just transmit flow information, or be able to log who is dispensing the fuel and how much). Keith Kornelis would need to replace or upgrade his Macintosh II to be able to run the new software that he wants. To upgrade the Macintosh II (which is a 68020 processor at 16Mhz) with the EPROM upgrade, System 7, 8MB RAM, and a quantum 170MB Hard Drive the cost would be $1502. To replace his system with a Quadra 610 that would have an upgrade path to the new Power PC processor, $1527 would give him a 68040 processor at 25Mhz, 8MB RAM, and a 160MB Hard Drive. Fire Department: The Fire Department has six ALR Powerflex 286 workstations connected to a fileserver running Novell ELS level H. Dave's short term upgrade needs are to increase the storage capacity of the Filserver's Hard Drive. A 500MB hard drive would run around $700 and another 8MB RAM memory would be $500. To upgrade the Novell operating system to ver. 3.12 would be $1000. The 286 workstations could be upgraded to 486SX system by getting the ALR CPU modules at $300 each and by putting 4MB RAM memory on each station for around $250 each. Airport: Randy Ernst has a Macintosh LC with a Magnavox color display. His only future needs seems to be for more RAM memory and more hard drive space. Randy's memo dated March 8, has a price of $460 for another 6MB RAM and a 85MB hard drive. Mr. Ernst may consider a larger hard drive such a 170MB for a cost of around $270. Administrative: Kim Howard has a 386 compatible computer and a HP LaserJet 1IP printer. This hardware should run the software that she has with no problems. Kim has no short term needs, and the only future needs she may have is if she needs more hard drive storage space or acquires additional software that may need more processing power. The 4 Compaq 286 systems are not practical to upgrade. Industry standard 486DX33 systems would be a more economical replacement for the Compaq systems. 486 systems with an ISA or VEISA bus structure on the internal motherboard will be able to utilize the ERMA cards that interface the stand-alone PC's to the Kodak POLICE- KAR mini -computer system. The four replacement computers would run around $7630 and would utilize the existing software, and hardware peripherals. Police Department: The Police Department has a 386 Compaq deskpro and an old compaq 8088. The 386 system should continue to work fine for the department until future needs dictate more hard drive storage space or acquires additional software requires more processing power. The Compaq 8088 is a very limited system for running modern software. A replacement system for the Compaq 8088 would run around $1800 or $1900 for a 486DX33 with a SVGA monitor, 4MB RAM and a 200MB hard drive. The new system would also utilize the ERMA card for the POLICE-KAR system as well as running any of the modern IBM compatible software on the market. Library: The Library will need another CD caddy that will handle an additional 6 disks for the Laser -Cat Cataloging system. The caddy would add to the existing system and would connect to the new 486DX system. Emily has gotten a price of $2500 for the CD system. The IBM PS2 that is used for InterLibrary Loan may need to be upgraded if its tasks are increased, but it is more than likely sufficient for the job that it is used for now. Some thought may need to be put into the Dynix system that has 23 terminals. Because of its age, Dynix will not support the system after 1997. A total upgrade of the Dynix system is quoted at $76,661 and is priced out in the attached system quote from Dynix. This information is based on the memo's that were received from all the departments and by what I viewed as existing equipment. There are many different avenues to take as far as upgrading is concerned, and it should take into account what jobs each departments accomplishes as well as what direction they want to go in. If there is any other information that is required, or if there are any questions, please let me know. Sincerely, Elvin O'Guinn Industrial Instrument Service Dynix Quote Summary for Kenai Public Mrary HP 9000 Series S00 Model E2S March 1S,1994 Unit Total Qy, Item Dcm don ge= Edo UNTRAL SM HARDWARE 1 HP 9000 Series 800 Model Clast E 2,550 2,550 Includes: Model M5, 494fix PA -RISC SPU w/ 64 n Cacho 2 Hp -Precision Bus UO Sian Integrated floating Point Unit Integrated SM.3 LAN Iaterfaoe, Single -Ended SCSI Interface, Parallel Centrazm port 2 user HP -TUX T weose, TCP/IP. ARPA, and NFS aervices Prsdoad 11P-UX 2-vow Lioeoat+ System Manuals 1 Model E25 MEMORY 1 Additional 64 MB of Memory DISK STORAGE 12.0 GB 3.5- SCSI-2 Disk Drive (iatettaal) SYSTEM PORTS 1 8 Port RS-232 Modem Distribution Panel 2 Terminal Server (16 Ports) 1 MinHub (8 Ports) 3 Edwoet Transceiver 64 PCH Cable TAPE DRIVES 1 2.0 GB DAT/DDS Tape Drive (5.25', Mn OPERATING SYSTEM LICENSE 1 HP-UX 2 User License 1 Upgrade Credit for HP-UX 2 User I.ioaoae 1 H -UX 1-32 User Lioeoso 1 HP-UX Media for 2 Una & Doarmeotatian 1 ]HP-UX Media for Addi wed U=s 1 HP-UX Advanced Dowmmtatioa Package 7,690 7,690 3.600 3,600 300 300 2,49S 4,990 389 389 140 420 9 576 2,150 2,150 Anaud M818L. 198 0 370 0 798 62 66 660 2,719 -995 -995 -7019 6,295 6,295 2,917 420 420 10S 105 1,229 Ian WoW 07197 -- Page 1 -- JM kb UNIVERSE LICENSE 32 UniVerse Lionise (psc port) 475 15,200 1,824 1 Universe ISO ISO 0 PRIIV TERS 1 DataprodmN 9040 Smell System PnLusc 954 954 126 1 Datapradma 9040 Owners G" 35 3S 0 UNDMMUFMLE POWER SUPPLY 1 Toshiba Soria 14001.2 KVA 2,049 2,049 228 1 Toshiba UNDO SoSware 179 179 0 CENTRAL SM MERALS 1 HP 700/60 Console (white) 539 S39 92 1 TAP Terminal 467 467 96 1 Dymix Maintenance Modem 7" 795 48 1 Modem Cable 60 60 2 4mm 2.0 GB Data Cassemu Box of Five 8S 170 1 Upprsde to Hewlett PadmW Same Day Support .897 $97 SUBTOTAL - Central Sibs Hmb= 51,233 7.485 SOFTWARE 1 Cataloging w/ Andmitp Control 10,000 10,000 11000 1 anuistion w/ Wmary 8,000 81000 800 1 PAC Plus 12,000 12,000 1,200 1 Report Gmordw N/C 1 Ebct:onic Mail N/C 32 Dynix Application User Lionise 450 14,400 1,440 400 4-440 SERVICES 1 Platform Migration and Training 61500 6,500 0 1 Automation SkMa Maintacaooe 2,000 2,000 O 1 Sydows Integration Servioee 1-32 Uses 12,000 12,000 1,200 1 Sydow Installation/Shipping 1,974 1,974 0 SUBTOTAL - Services 22,474 L,M QUote #7197 -- Page 2 -- JM kb TOTALS Lank Existing Client Software Discount: Lea Twnkey Hadwam Discount GRAND TOTAL SYSTEM SUBMARY Tool system Memory 00) Total System Disk Stwer (M) Total System ?orb Number of OIS Lioemse Number of UmVwn License Number of Dynix Application License Thi:_Oum is bused on the following inform.tiaa• Number of Bibb Wsphicc RccoWs: Number of Holdings: Aomual C.issulatiaaw 118,107 -31,080 -10,366 76,"1 Sal 64 Maximm 512 2,000 1",000 40 125 32 256 32 125 32 122 75,000 100,000 100,000 13,125 �kA Quote #7197 -- Page 3 — JM kb Tn'ral P - me; Item #6 - City Council's Long -Term Goals List. POLICE CAR VIDEO CAMERAS Three years ago Mothers Against Drunk Drivers (M.A.D.D.) donated a video camera system for use in a patrol car. The goal was to provide stronger evidence of intoxication in DWI cases. The camera was used to record driving offenses and field sobriety tests during DWI traffic stops. The results of using the video versus DWI arrests without the video revealed that the video defendants were more likely to plead guilty to the charges. This resulted in fewer man-hours spent in trials. Additional benefits of the camera include use during the Field Training Program. New officers are taped during traffic contacts and the tape is used to critique the officer's actions. The tapes can also be used to prove or disprove an allegation of officer misconduct during a traffic stop. Costs for each video unit vary from $2000 to $4000. Each system includes a camera and a wireless microphone worn by the officer. The higher priced units include a lens connected to a tamper- proof recording unit in the trunk. Seven units would be needed to equip each vehicle assigned to patrol. DLM:lrr II. Long Term Goals 1. GOAL - In response to increases in population and re- sulting calls for service, look at increasing person- nel. a. Restructure department assignments to include a traffic enforcement unit. b. Add unsworn personnel for clerical duties, crime prevention responsibilities, and evidence custodi- an duties. C. Explore use of volunteers to perform non -critical functions. 2. GOAL - Increase effectiveness of response to critical incidents and disasters. a. Purchase and equip a mobile command post capable of communicating with all local and state emer- gency responders. b. Explore funding from grants (FEMA, state & local emergency coordinating committees). 3. GOAL - Retain quality police personnel. a. Implement a career track program which would es- tablish a series of achievement levels based on training, performance, minimum skill levels, and increased responsibilities, with an incentive of pay range increases. 4. GOAL - Reduce civil liability through increased train- ing. a. Purchase electronic equipment capable of simulat- ing use of force and high speed emergency re- sponse. b. Pursue funding for training through one state agency (Alaska Police Standards Council); state funds provided through legislation allowing fines and penalties to go directly into APSC training budget. KENAI COMMUNICATIONS DEPARTMENT GOALS & OBJECTIVES I. Short Term Goals 1. GOAL - Complete and implement a Field Training & Evaluation program for dispatchers. 2. GOAL - Improve efficiency of records storage and retrieval. a. Evaluate and implement an electronic system designed to reduce repetitious reporting and copying. 3. GOAL - In response to increases in population and resulting work load, restructure personnel assignments. a. Extend current part-time Dispatcher to full-time. b. Create Dispatch II position to function as Train- er/Supervisor. C. Restructure Communications Supervisor position to more accurately reflect duties performed. 4. GOAL - Upgrade present computer system hardware. a. Install hardware capable of accommodating E911 software enhancements and APSIN functions. II. Long Term Goals 1. GOAL - Expand dispatch area separate from records and receptionist area for increased efficiency. a. Separate dispatch and clerical duties into dis- tinct positions. KENAI FIRE DEPARTMENT EMS SERVICE 1994 BILLING PROPOSAL CONTENTS INTRODUCTION THE EMS BILLING WORKBOOK. FEASIBILITY STUDY - EMS BILLING Estimated Revenues Possible With Billing Structure 5 Year Average _. Examples of Billing Levels LEVEL I LEVEL II LEVEL III LEVEL IV LEVEL V - Emergency Medical Services Summary Sheet City of Kenai (1989 - 1993) Criteria and Attachments Proposed Billing Level Form Proposed Itemized Statement of Services & Supplies Proposed Charges Per Medication/Supply/Service Our Cost Per Medication/Supply Results of Annual Alaska Ambulance Survey - Kenai (5 YEAR AVERAGES: 1989 - 1993) INTRODUCTION In a time of dwindling state and federal dollars, communities throughout Alaska are exploring avenues of funding which require less dependence on state government. Grant monies are becoming more difficult to find, and matching grants can be out of reach for communities without a source of funds with which to match such grants. New federal regulations regarding EMS providers are instituted every year, with little or no money made available to accommodate these requirements. Federal regulations on infectious disease control include the requirements of additional annual training, blood testing, and extended record keeping for EMS personnel. No funds were provided to meet these regulations, which are now an eternal part of EMS. Recent federal requirements call for disposable respiratory protection against T.B. for all EMS personnel, which must be "fit tested" for each individual. Again, no money has been provided to assist communities with compliance and protection of their EMS people. The City of Kenai provides an excellent EMS service to its citizens through municipal funding, with minimal assistance from other state or federal sources. Basically, tax based funds from the citizens of Kenai pay for this service. A recent review of EMS records for the City for the five year period of 1989 - 1993 revealed that there were an average of 523 EMS responses, and an average of 408 patients transported requiring several different levels of care. Of the average number of patients transported, an average of 120 (approximately 30%) resided outside the City of Kenai, essentially receiving the service at no cost. The Funding Task Force of the Governor's Advisory Council on Emergency Medical Services (EMS) has researched this funding problem, and developed the enclosed workbook to assist communities in determining whether a fee should be charged for EMS service, and in establishing a fee structure. Funds raised through fees would provide a means for communities to replace equipment through purchase or by using the funds to match grants, provide additional training for personnel, accommodate federal regulations, and supplement the municipal general fund. The fees and levels of charges in this report are comparable to other areas in Alaska, and in fact are based on a combination of several fee structures used in Ketchikan, Fairbanks, Anchorage, and Central Emergency Services. THE EMS BILLING WORKBOOK PROVIDED BY: STATE OF ALASKA DEPARTMENT OF HEALTH & SOCIAL SERVICES EMERGENCY MEDICAL. SERVICES SECTION DEPT. OF HEALTH AND SOCIAL SERVICES DIVISION OF PUBLIC HEALTH EMERGENCY MEDICAL SERVICES SECTION April 30, 1993 Dear Alaska Ambulance Service: WALTER J. NICKEL, GOVERNOR P.O. BOX 110616 JUNEAU, ALASKA 99811-0616 PHONE: (907) 465-3027 FAX: (907) 586-1877 Enclosed is a copy of the just recently released EMS Billing Workbook. The workbook was developed by the Funding Task Force of the Alaska Advisory Council on Emergency Medical Services (ACEMS). The Funding Task Force was charged with finding ways to increase funding of the Alaska State EMS system. This workbook is designed to present billing in a positive light and to help services not currently billing their patients to begin to do so. It presents the basics of billing in a user-friendly manner. The workbook provides instructions and space to calculate the cost of the services you provide and to determine an appropriate fee. We hope you will find the workbook useful. If you have any suggestions for improvement, please send them to the State EMS Office in Juneau, at the address above. Additional copies are available from the State EMS Office. Out-of-state requests will be filled for a $5 postage and handling fee. We would like to thank all the people who gave their time and energy in contributing to and reviewing this workbook. A special thanks goes to author Cherie Conkle-Ansell who saw the project through to completion even though her professional life took her elsewhere. We hope the manual helps you in your continuing efforts to save lives. Sincerely, Mark S. Johnson, MPA, Chief Emergency Medical Services Section i t',7t r'� Steven C'Connor, ICP ACEMS Chairman THE EMS BILLING WORKBOOK as presented by The Funding Task Force of The Alaska Advisory Council on Emergency Medical Services Author: Cherie Conkle-Ansell, Copper River EMS Council Editors: Larry Bussons, MSW, MPA, Emergency Medical Senloea Secdoa Mark Johnson, MPA, Emergency Medical SmWess Section Linda Van Houton, MPH, Emergency Medical Services Section Contributors: Valerie DeFrance, Kenai Peninsula Sub -Area Kevin Gallagher, Southeast Region EMS Council, Inc. Betty Johnson, Alaska Department of Labor Carieta Lewis, Advisory Council on EMS Craig Lewis, Interior Region EMS Council, Inc, Joan Minks, Kodiak Area Native Association Shawn Newell, Southeast Region EMS Council, Inc. Chuck Ramage, Emergency Medical Services Section Reed Reynolds, Southeast Region EMS Council, Inc. Dick Rolland, The North Pacific Rim Tom Scott, Southern Region EMS Council, inc. Barbara Simonsen, Advisory Council on EMS Terry Stone, Kodiak Area Native Association Ronni Sullivan, Southern Region EMS Council, Inc. Pamphlet Design: Linda Van Houten, MPH Emergency Medical Services Section qk* Introduction .................................................................................1 To Bill or Not to Bill?.......................................................................2 Costof Service............................................................................4 Income.......................................................................................12 FeeDetermination ....................................................................13 Typesof Billing Systems............................................................14 GeneralBilling Information......................................................15 Simplified Billing by Hand.........................................................16 Central Billing System...............................................................17 MembershipService.................................................................17 Medicare.....uuu..............wo....wu...oa........................................ 1s Medicaid...................................................................................19 Otherinsurance........................................................................19 Collections.................................................................................20 Summary....................................................................................21 Definitions..................................................................................22 PolicySamples..........................................................................22 SampleForms..............................................................................23 FA This manual is a product of the Funding Task Force of the Governor's Advisory Council on Emergency Medical Services. The Task Force was charged with finding ways to Increase funding of the Alaska State EMS system --more specifically, to increase funding of EMS prehospital providers throughout the state. Many of these providers have been dependent on grants from the State of Alaska, or subsidies from local com- munities, to provide services. These funding sources, however, are dwindling and may continue to decrease in the years to come. It is necessary, therefore, that providers begin to look for alternative means of financial support. There are many reasons why the legislative budget bath on behalf of EMS always will be difficult. Many people have not had to use the EMS system, nor do they expect (or hope) to use it. As a result, the EMS system does not have a natural, ready-made constituency to argue its case. At the very best, then, state funding support of EMS probably will be inadequate. Patient billing is perhaps the most logical and the most appropriate means of financial support for local emer- gency medical services. However, many services (par- ticularly smaller services) are resistant to billing patients who often are their friends and neighbors. While many rural services, in particular, do not have adequate call volumes to financially support themselves exclusively through fees for services, call fees can help pay for needed training or equipment beyond what can be provided with state and/or local subsidies. This manual Is designed to present billing In a more positive light and to help services not currently billing their patlents to begin to do so. ft will present the basic do's and don'ts of billing Ina user-friendly manner. Billing is an important issue for EMS services in Alaska, but it should not impact access to care. All patients should be provided emergency care and transportation without regard to race, creed, color, sex, national origin, or ability to pay. EMS services should be financed so the consumers ability to pay or economic status does not interfere with the delivery of services at the time of need and does not affect the quality of health services provided. Do's Doifts the emu billing workbook - 1 Is your first responder or ambulance service always broke? Are you tired of spending time and energy making money with fund-raisers when you would rather concentrate on training and on responding to emergencies? Do you need a new piece of equipment, but don't have the money? Do your volun- teers need specialized training classes? If your answers are Yesl Yes/ Yesl Yesl then you should be billing your patients for services rendered to them. However, some EMS responders say: "But these are our neighbors, our friends. We can't charge them money for helping them when they need it." "But we can Y charge people for being old and ill, or for having an accident " "But our community helps all it can by donating money and supporting our fundraising events." "But we don't need much money. We make do with what we have." Yes, all these buts are understandable and legitimate, but you should consider the following: ■ Your friends and neighbors usually have some type of insurance to cover the service you give them ■ Most expect to be billed. ■ They know that you can't operate an efficient and responsive service without adequate funds. More than that, how many of your patients are not from your community -- tourists, fishermen, guides and hunt- ers, other Alaskans? As these industries grow, can you continue to provide these services for free? If you've been relying exclusively on state grants or local subsidies, you must realize that EMS funding may become harder and harder to come by. In short, you need to initiate a billing system now, before your state or local funding is all gone. Copper River EMS, in the Glennallen area, has been billing patients for sev- eral years. It was a hit-b-miss type of billing for many years -- patients got a bill every three or four months, when someone had the time to issue them. This method of billing brought in less than $15,000 each year. In 1988, Cop- per River decided to make billing an important part of its business, and, in 1991, the annual income from billing increased to more than $58,000. "Okay, but how n7uch should we charge? How do we decide what to charge for and what not to charge for? Can we charge for snowmachine or boat responses? Can we charge for gas used? Can we charge only some people and not others?" - These questions are answered in this manual. Work your way through it, page by page, and you'll find most of the information you need. If you have questions that are not answered, please contact your regional EMS office. You can also call them if you need additional training or assistance in developing an accounting sys- tem, or for information on who can help you. A list can be found on page 3. You should understand: It is not mandatory that you have an elaborate accounting system to begin blll- Ing your patients. Accounting Is completely dlffer- ent and separate from billing accounts receivable. If you begin a billing system, you must bill every single patient you treat or transport. You cannot decide to bill John because he was drunk, but not bill Mary because she already has so many other problems. However, you can develop policies that allow for not billing certain types of patients. See policy samples on page 22. You cannot decide to bill patients on an individual basis. For instance, you cannot decide to bill only those pa- tients that are eligible for Medicare or Medicaid. Such a practice is considered insurance fraud, and you can be cited, fined, and/or jailed for doing so. You cannot decide to bill people because of their age, race, sex, or religious denomination. That practice is considered discriminatory and is illegal. the ems bH#ng wotkbook - 2 Keep this in mind: Before your service decides to not bill patients, it should be aware that state, federal, and some local funds for EMS are shrinking, and it is possi- ble that, in the future, you may be required to have a working billing system in place to receive those funds. Many grants require matching funds, which means that your service must provide a speck amount of cash or in -kind services to be eligible for the grant. Keep this in mind as well. According to the Alaska Comprehensive Health Care Financing Study, 9.5 per- cent of Alaska's population Is not covered by insurance. That means that 90.5 percent of the people in Alaska are covered by some type of health insurancel the ems bl/#ngf workbook - 3 First, you trust decide how much it costs to provide EMS on a yearly basis. You'll need your service's checkbook and receipts for the last 12 months. (Make sure this is for the last 12 months and not for the last calendar year.) Then you will need your wish -list, those items that you need or would like to have to provide better service. We'll use all of that to do the calculations for determining the cost of service. You also will need a calculator. Remember, be sure to calculate for 12 months. Include anything that you have planned to start during the next 12 months, such as hiring a bookkeeper or contracting for additional trainers. You can expect the costs to increase a little during the year, but we will address that issue later. Personnel ❑ Do you pay wages to anyone for something they provide to the service (e.g., bookkeeping, mechanical service on your vehi- cles, laundry, etc.)? Write down the amount that you have actually paid during the last 12 months, or, better yet, the amount that you expect to pay during the next 12 months. ❑ Do you employ a contract Instructor for training? ❑ Do you pay taxes on wages?' • FICA - Employer Share? • Medicare -Employer Share? . Employment Security Compensation - Employer? ❑ Do you provide benefits for your employee(s)? • Vacation? How much for the year?2 • Sick Leave? How much for the year? • Other type of leave? How much for the year? • Health insurance benefits?3 • Vision/Dental insurance benefits? • Ufa/Disability insurance benefits? • Workers' Compensation insurance?° TRANSFER TOTAL TO PAGE 11. paid how much ❑ WAGES 686.771 ❑ CONTRACTS ia,nnn 6,000 ❑ TAXES 600 2-,892 4,069 ❑ BENEFITS • 156675 57,200 0 50,000 TOTAL $ 847,207 the ems billing workbook - 4 ............................................................................................................ The 1993 federal tax rates are 6.2 percent for stance, the total cost would be calculated by FICA and 1.45 percent for Medicare. Call the multiplying 16 (hours per month) by 12(months IRS at 1-800-829-1040 for current information. of the year) by the hourly pay rate of the ern - Alaska Employment Security Compensation is ployee. Remember, the employer must pay determined by the region in which you operate. taxes on this money, as it is considered payroll. g y pay aB or only part of insurance bane- 2The method for calculating the cost of vacs• 3Do you C tion, sick leave, or other types of leave will fits? Only include the amount that you pay. It depend on your pofides. For instance. Copper probably would be appropriate to increase last. River EMS gives a specific numberof hours per year's amount by 8 pwcent to cover the ever- ; month for personalleave. The numberofhours rising costs of insurance. is dependent on the number of years the em- ployee has been with the service. For the first °You may be required to pay Workers' Com- two years of service, an employee eams 16 pensation Insurance. Contact an insurance : hours of leave per month, which can be used broker, or the State Division of Workers' Com- for vacation, illness, and so forth. In this in- pensation at 465-2790, for more iftm ahon ..monsoons ................................... gone ....... ago ..... massages ................................ son ■ Travel ❑ Do you pay travel expenses, mileage, gas, all, per diem, subsistence, hotel, meals, etc.? Local travel (per mile, per ticket)? • Attend EMS Symposium? per person cost = (_ days X per diem rate) + airfare and/or mileage • Attend another conference? • Attend training somewhere else? • Someone travels to your community to train? . Miscellaneous meals? • Car rental, taxi, bus fees? TRANSFER TOTAL TO PAGE 11. haw much. ❑ TRAVEL TOTAL $ 1.100 the ems bliWtg workbook - 5 Facility ❑ Do you pay rent or lease, or anticipate a major capital expenditure In the near future? e For an office? • For garage space? For storage space? r TE: * e For a new building or ambulance? ❑ Do you pay for repairs to the building(s)? ❑ Do you pay for electricity? ❑ Do you pay for oil, wood, propane or natural gas for heat? ❑ Do you pay for water delivery and/or sewage removal? ❑ Do you pay for garbage removal? ❑ Do you pay for telephone fees? e Office telephone? e 9.1-1 phone? e Radio communication phone lines? e TDD (telecommunications device for the deaf)? ❑ Do you pay for postage and freight expenses? TRANSFER TOTAL TO PAGE 11. how much ❑ RENT * ❑ REPAIRS 7,600 ❑ ELECTRICITY 13,000 ❑ HEAT 5,750 ❑ WATER / SEWAGE b52 D GARBAGE T+sn ❑ PHONE 2-ann ❑ POSTAGE l FREIGHT % Bann TOTAL $ 123,552 *NOTE: Major capital expenditure for new ambulance. { the ems billing workbook - 6 Supplies ❑ What do you spend on office supplies (e.g.,Rems like paper, pens, pencils, tape, etc.)? ❑ What do you spend on training supplies (e.g., markers, fllp- charfs, roller gauze, 4x4s, etc.l? ❑" What do you spend on disposable response (e.g., go=,bsndsges, taps, gloves, run reports, 0 What -do you spend on cleaning supplies (e.g., mop, broom, disinfectants, floor cleaner, hand cleaner, etc.)? ❑ what do you spend on books? • Training manuals and workbooks? • Reference manuals? • Other, books: dictionary, accounting manual? • Trade magazine subscriptions (Emerperwy, )am Res - a* EAf1% etc.)? TRANSFER TOTAL TO PAGE 11. how much ❑ OFFICE SUPPLIES ❑ TRAINING SUPPLIES I _ Ron„ ❑ RESPONSE SUPPLIES 2.80 wig. ❑ CLEANING SUPPLIES. ❑ BOOKS 15© • TOTAL $ 7 , 950' the m m bftg workbook - 7 Equipment how much ❑ What 1gou spend on equipment for training (e.g., chalk- boarde or overhead pro)ector, NNCR, video ttaapes for training, etc.)? ❑ How much more would you like to be able to spend on training equipment each year, approximately? ❑ What do you spend on office equipment (e.g., adding ma. chine, typewriter, computer, desks, chairs, etc)? Q How much more would you like to be able to spend on office equipment each year? ❑ What do you spend on communications equipment (e.g., radio base station, handheld radios, etc.)? ❑ What do you spend on repair of equipment?s p How much will It cost to maintain equipment? ❑ What do you spend on cleaning equipment (e.g.,vacuum cleaner, etc.)? TRANSFER TOTAL TO PAGE 11. ❑ TRAINING • now i .150 • needs 10,000 ❑ OFFICE • now, 11500 • needs 1.000 ❑ COMMUNICATIONS 2.000 ❑ REPAIRS ❑ MAINTENANCE Lang ❑ CLEANING 1,500 TOTAL $ 1s .150 s When estimating repair costs, the easiest calculation is to multiply the cost of all equipment by 10 percent. For villages required to ship equip- ment to be repaired by air, be sure ; to include higher estimated freight charges under Facilities on page 6. ; a (on page 9) This item includes the expenses that are not included in ; the previous sections. You may find that you have expenses other ; than those listed here. Be sure to include them also. ............................................ the ems billing workbook - 8 Other Operatingb ❑ Legal fees? ❑ Financial audit fees? ❑ Bank charges for checks, interest fees, etc.? ❑ Donations to other agencies? ❑ Dues for membership In organizations (e.g., Aleska EMS Association, National Association of EIMT61 eta.)? ❑ Gas and all for vehicles (e.g., ambulance, snowmaohine, ATV, boat, eta,)? ❑ Insurance: • Professkxml liability? • Malpractice? • Vehicle? • Equipment replacement? • Fire? • Theft? • Other? ❑ Licenses: • Vehicle licenses? • Business license? • Certification fees? ❑ Photography? ❑ Tuition for conferences, training, etc.? ❑ Vehicle expenses, repalrs, tune-ups, windshields, paint, dents, etc.? ❑ Volunteer support: • Protective or recognizable clothing (e.g., hats, jackets, coveralls, etc.)? • Food (e.g. banquets, occasional meals, cookles & as/c:of� sodee for squad meetings A training)? ❑ Other costs not listed so far? • ON Traiaine- TRANSFER TOTAL TO PAGE 11. Fhow much AL FEES: J.<. ❑ AUDIT FEES ❑ BANK CHARGES . >: est...0' 311 per, tr ❑ DONATION& ❑ DUES 25 ❑ VEHICLE FUEL . ❑ INSURANCE o: . • ❑ LICENSES * Win • - AQ1 , ❑ PHOTOGRAPHY ❑ TUITION 2,500 ❑ VEHICLE EXPENSES ❑ VOLUNTEER SUPPORT ❑ OTHER COSTS 4.$SS TOTAL $ 14,462 the wnw bKng workbook - 9 Future Projects Are there specific Items that you would like to have, or pro- Jects you would like to do, during the next 12 months (e.g., paint your garage, buy a defibrillator and train your personnel to use it, provide a medevac escort class, or purchase a new stretcher)? You should calculate what you can accomplish during the next year and add those costs to the cost of service. You need to spread the costs over a two-, three-, four-, or five-year period for something very expensive (e.g., a new ;ambulance). An accountant or your regional EMS office can ttefp with setting these periods. L] Is there a piece of equipment that you really need for which you don't have funds? How much Is it? D Do you need a new vehicle? How much will you need to raise during the next 12 months? D Is there a special project that you want to accomplish? TRANSFER TOTAL TO PAGE 11. how much ❑ EQUIPMENT ❑ VEHICLE ❑ SPECIAL PROJECTS 6,500 TOTAL $ 6,500 + x s + ++ �x x:. ;j e k the ems billing workbook - 10 cost of • • Cost of Service TransferTotels from-the.prsvloas workbook pages:. $ 847,207 p WWA�:.:.. $ 1,110 TMWI (pl>ee 6) $ 123,552 F041 ty (Mpe 0) $ 7+4sn St4plies(pop 7) $ 18 _ 150 Equipment ape 4) . s 4 4 _-Mn Other Cpemting OMM . s 6,500 Future PrOjeClt ( .10) $ 1.0I8.831 SUBTOTAL $ a I , snf, X 8 percent In tbnl E ,�v {v s 1,100,337 TOTAL COST OF SERVICE ........................................ You can expect costs to in- crease each year. Postage and fuel prices increase, em- ployees need merit increases : and cost -of -living allowances, etc. You can inflate your future budget by 5 percent generally, but check with the Alaska De- parmvnt of Labor (4654500) I for current information. ; :......................................: the ems billing workbook - 11 Once you have determined the costs of providing services, you then have to determine how much money you have coming In without billing your patients. Remember, this is based on the previous 12-month period. ❑ How much money did you get from fund-raising events (e.g., bake sales, pancake breakfasts, etc.)? ❑ How much money was donated by the public? ❑ Do you charge for training? How much did you get? ❑ Do you have special projects that raise monnesyy (e.g., selling ;proem a o f[ratt id kits or providing EMS standby at ❑ Do you have a subsidy from a government entity, such as a borough, municipality, city, etc.? ❑ Does your service receive funds from a Native Corporation, such se the Village Council or Regional Health Corporation? ❑ Do you get a state mini -grant, training grant, or other state grant? ❑ Do you have any other sources of income? TRANSFER TOTAL TO PAGE 13. how much ❑ FUNDRAISING ❑ DONATIONS ❑ TRAINING FEES ❑ SPECIAL PROJECTS ❑ GOVERNMENT SUBSIDIES ❑ NATIVE CORPORATIONS ❑ STATE GRANTS ❑ OTHER SOURCES TOTAL $ 847,207 the ems billing workbook - 12 Transfer the Total Cost of Service and the Total Income figures to the lines below. Are the two totals similar? If they are, you don't need to bill your patients. However, if they are different, you should begin billing your patients. $ 1,100,337 Cost of Service (from page 11) S 8747,207 Income (from page 12) $ K z I zn Shortfall The shortfall is how much money you are losing per year. Most first responder and ambulance services are non-profit organizations. However, that doesn't mean they have to operate at a loss or provide money for all their expenses from their own pockets. More importantly, volunteers shouldn't be expected to pur- chase fuel for responses or to pay for their awn liability insurance. They already provide their valuable time for training, continuing education, and responses. Rather, the organized service should be paying these expenses. What about bad debt? Some patients either won't or can't pay their bill. This loss should be built into your calculations so you don't come up short of funds. By figuring that approximately 2.5 out of every 10 patients (a 25 percent bad -debt rate) won't or can't pay their bill, you can figure how much to charge the ones who do pay their bill in order to meet expenses. You may need to modify this rate to 20 percent the second year. Average number of patients (ANP) per year Number of patients who will pay their bill (NPP) = ANP X 80 percent = Number of patients to use for figuring amount of fee = NPP Base Rate Fee = Shortfall_ _ $ NPP The final figure immediately above is how much each patient should be charged per response. This amount may sound very high and unreasonable. It probably isn't, though. The fees for basic ambulance service range from $150 to $400 or more across this state. If the amount seems unreasonable, your service may decide to charge a lesser amount. (However, you will have to think about making up the remaining shortfall.) Also, the amount you charge will be included in calculations by some third -party payers, such as Medicare, to calculate the prevailing rate in this state. If you charge too little, you may be affecting the ability of other ambulance services to receive adequate reimbursements to cover their expenses. The above calculation method is a basic one. It does not allow for individual charges, such as charging for use of oxygen or special equipment, the miles a patient is transported, etc. If you wish to charge for special items or procedures, you will need to contact your Regional EMS office for an idea of average fees charged in your region. the ems bltitinp workbook - 13 There are a variety of billing systems. The primary difference to be concerned with is whether you desire a computerized system or one that is done by hand. If you have a small service, with fewer than 50 calls per year, you probably only need a hand -tallied system. (If you have more than 50 calls per year, you may want to consider a computerized system.) There are many different computerized accounting sys- tems on the market. There are programs written spe- cifically for EMS billing and programs written for general accounting. Unless you have a very large number of patients and a large number of volunteers, most EMS billing programs are more complicated than they're worth. There are several small business accounting programs that will work very well.8 More than likely, if you are starting a new billing system, you will want to start with a system that is done by hand. After billing by hand for a year or so, you may find that you have enough funding, patients, and expertise to purchase a computerized program. If you don't already have one, don't forget the cost of a computer in your calculations for expenses. You should be billing your patients directly for the serv- ice you provide them. Do not offer to bill Insurance agencies until your service's bookkeeper is profi- cient with patient billing and has a good deal of time available. Billing insurance agencies can be very com- plicated and confusing. Don't get yourself into trouble by trying to bill them until you are truly ready to do so. Your patients are responsible for their bills. They can and will send the bill to their insurance agencies. Your billing system begins with accurate and complete patient report forms. You must have the correct patient name and address before you can bill them. Additional training in billing procedures for your responders may be necessary, but if they understand that this will benefit them by providing additional funds for new equipment or training, they will do their best. ..................................... Off you're interested in purchas- ing a computerized accounting : program, or if you already have one that you are not sure is ade- quate, contact other services, ; your regional office, or the State EMS Office. ; ................................. mesa ® "a► Balance Sheet the ems bipiV wo*book - 14 Before you start billing your patients, you should an- nounce it at a town meeting, village council meeting, a community -wide event, or in a local newspaper. Explain why you need to do this, so your friends and neighbors understand why they will be getting bills when they haven't in the past. Most people don't know and don't care how much they will be charged for an emer- gency response, until they need you; however, if they know in advance that they will be expected to pay for that response, it won't be such a surprise. Also, make sure they understand that although they help by support- ing fund-raising events, the non -locals (fishermen, tour- ists, etc.) do not support those events and should be required to pay for the care they get. You should also explain that increased revenues will be used to improve the quality of the service. Statements must be sent on a monthly basis. People have to be reminded that they owe money for a bill. We're a forgetful bunch and, generally, we would like to forget whatever it was that caused us to have these medical bilisl So statements should be sent monthly, preferably on the 25th of each month. This allows the statements to arrive just before your patients get their pay check at the end of the month or the beginning of the next month. If the bill arrives after they've paid other bills, it may get shoved aside until next month. So mail your statements on the 25th and you'll usually get faster responses. If you have a small service, don't offer to file insurance claims for your patients on a regular basis. This can become very time-consuming for your office person, as each insurance agency has its own special forms and different informational requirements. You can always offer assistance for the occasional patient who is having problems with a specific form, or can't read, or doesn't understand some of the questions asked on the form. You must have clearly written and understandable pa- tient report forms. The information required is: ■ patient's full name (if patient is a minor, the respon- sible adult's full name); ■ patient's mailing address; ■ patient's telephone number, with area code; ■ patient's or responsible adult's social security nurr} ber; ■ patient's age and sex; ■ patient's or responsible adult's employer name, ad- dress and telephone number; ■ any other insurance information, such as the name of insurance agency and policy number; and ■ the type of service provided and the date it was provided, etc. If, for some reason, your personnel did not get some of this information during the response, you can generally contact the clinic or hospital to which you sent the patient, and they can give you the information you are lacking. If a patient has several insurance agencies or policies, there is a specific order in which they should be billed, depending on the agencies involved. This can be very confusing. There are agencies that include payment for injury in the homeowners' policy, the automobile policy, the fire protection policy, or specific policies for disabling or dismembering injuries, etc. Obtaining complete in- surance information will enable you to navigate through this potential maze. Credit cards are easier for some. Check with your bank about setting up such a payment method. the ems bfling wnrkibook - 15 You will need the following items to begin patient billing with a hand -calculated system; ■ patient report forms; ■ billing ledgers (may be a 3"x5" or 4"x6" index card); ■ statements (imprinted with service name and ad- dress); ■ box to hold ledgers (card file); ■ pens (not pencils); ■ envelopes (with service's address printed or printed labels); and ■ an adding machine or calculator. • 1 r:'� x i �n You can purchase the ledgers and statements from most office supply catalogs or stores. There are entire systems that you can purchase (for about $100) that have everything you will need, or you can design your own bills and statements, and print each on a computer or copier very quickly. Examples of what is currently used by some local services are in the Sample Forms section. Each ledger must have the patient's name, address, and telephone number written in the area provided. You should assign account numbers for each patient. The easiest way to do this is to label each patient's report form with a number. For example, your first patient of the year would be labelled 93-1. The first number (93) is the year and the second number (1) is the first patient in 1993. You will find that this also helps you keep track of the number of patients your service has responded to each year. When you provide treatment and/or transport for a pa- tient, the responder should write the information on the patient report form/run sheet. A copy of the report form is then given to the biller, who assigns the patient number and writes it on the patient report form. The biller takes the patient's name, address, telephone num- ber, and patient number and writes them on a statement over a ledger form, using the purchased hand -system (writes the information on an index cans, then writes or types the information on the statement form). The biller also takes the information about the response. For example, the bookkeeper writes, 1115193 Snowma- chine accident $ !base ram on the statement. The statement will automatically transfer the information to the ledger on the purchased systems. The bookkeeper then gives the patient report form to the service super- visor for review or permanent filing. The statement is folded, put in the envelope, and mailed. The ledger (or card) is then filed alphabetically, by the patient's last name. The ledger file should have at least two separate corm partments: One that has the current, or unpaid, ac- counts and another that has the paid accounts. When an account is paid, the ledger card is transferred from the Current section to the Paid section. When you sit down to do statements, you only have to go through the Current section. Occasionally insurance agencies call or write, request- ing a copy of the patient report. You cannot release patient Information without a consent for release signed by the patient. A sample form is included in the Sample Forms section. the ems NMI; workbook - 16 Interior Region EMS Council, Inc. has offered to start a Central Billing System that would provide for patient billing to be done from one location for several small EMS services. There will have to be several EMS first responder or ambulance services requesting that a Central Billing System be formed before it will be economically feasi- ble. Interior Regan EMS proposes that each of the member EMS services could forward copies of their patient report forms to the central office, which could then bill the patients and/or insurance agencies. The Central Billing agency would have to be reimbursed for its work. Pos- sible methods of reimbursement, could be percent of the basic rate or a flat fee for each patient billed. These costs would have to be added to the Cost of Service section for calculating Fee for Service. This may be a solution for those EMS services which have a very small number of patients each year and a limited number of volunteers. If you are interested in such as service, please contact: Craig Lewis, Executive Director Interior Region EMS Council, Inc. 1881 Marike Drive Fairbanks, AK 99709 456-3978 A method that is entirely different and separate from billing your patients is the Membership Service, also called subscription service. This system will allow you to collect quite a bit of money at one time and, at the same time, have a fairly good idea of how much money you have to work with, and a fairly good idea as to how much more income you will gain during the year. There are several steps to starting and maintaining this type of program. ■ A census of the number of households should be taken for your community or service area ■ Your service sets a membership fee that will cover an entire household for one year, generally about one-fourth to one-third of the regular ambulance rate. ■ A specific time period of membership recruitment must be established, such as one month (January) each year. The membership drive needs a major public information campaign also. If people do not loin during that period, they will have to wait until next year's membership campaign to join. ■ Members of your service contact a household in the comin nity or service area, e> 2 ft that for $XX, all household members who need an ambu- lance during the next year will not be billed for their share of the bill after insurance has been paid. Another option would be to say that they will receive entirely free ambulance transport (no billing to imur- ance either) for one year, regardless of how often they are transported during that year. Advertising in the local newspaper, posters, etc. also should be done, just to make sure you reach everyone. ■ The fee is collected, and the names of the people living in that household at the time are written down and added to a master list. ■ If people decide to not pay the membership fee, they will be charged the regular ambulance feed they are treated or transported. All non -local patients will be charged the regular fee also. ■ Once the membership campaign is over, you then have to keep track of who you transport and whether they are covered by membership or not. Those who are not covered by membership are billed for the entire ambulance fee. There is much more to this than listed here. If you are interested in getting more information on membership programs, contact your regional EMS office. Me ems b1HhV workbook - 17 If you have many elderly, disabled, or handicapped patients, it maybe easier for you to bill Medicare directly, rather than having your patients try to do it themselves. Medicare pays before Medicaid. In order to bill Medicare directly, on behalf of your patients, you must have, or do, the following: ■ Sign an agreement with Medicare saying that you will accept, as full payment, the amount they have decided as the region -wide basic ambulance rate and that you will bill Medicare directly for its portion of the bill. You then bill the patient for his or her share of the rate that Medicare has determined. For example: Your basic ambulance rate is $200. Medicare has set the rate at $180. Medicare will pay 80 percent of $180 ($144). You then will bill the patient for their 20 percent ($180 X .20 - $36), and you absorb the loss of the remaining $20. You can see that this method appears to cost you $20 per patient. However, you will find that if you have several Medicare patients, this method of bill- ing is quicker and easier for you. The Medicare forms and procedures are often very confusing to your patients. Consequently, they frequently avoid filling them out, or they make errors. You, then, end up spending a good deal of time on the phone with the patient and the Medicare adjuster trying to get the information straightened out. More than that, if your patient gives up trying to fill out the form and doesn't pay the bill himself, then you've lost the whole amount, not just the $20. ■ You will need to have a federal tax identification number. You can get a number by contacting the Internal Revenue Service Office closest to you. ■ You will have to develop a filing system that keeps Medicare signaturecards on file. Your Medicare patients must provide you with specific Medicare numbers and their signatures before you can file for benefits on their behalf. If you choose to bill Medicare directly, you should add another section to your ledger file that is titled Medicare. The patient must provide his or her own insurance claims for any other insurance he or she has, before you can bill Medicare. This can be time-consuming if your statement is not easily readable or specific as to date, location of incident, type of accident/illness, where transported, and cost. Once you have received a signature for a Medicare account, you cannot send bills first to the patient. You have to send a bill, on Medicare's form, to Medicare, and discontinue billing the patient. Once Medicare deter- mines whether it will pay or not and how much, then you can bill the patient for his or her share of the bill. There are several training seminars each year to teach businesses how to effectively bill for Medicare. it is recommended that you attend one before you start billing Medicare directly. For more information about Medicare call 1-800-772-1213 or (503) 222-6831. There is a AWkerie Assignment Agreement in the Sample Forms section. the ems biift workbook - 18 You can also choose to bill the Medicaid system directly Medicaid is the state/federal-sponsored financial aid provided for those who are participants in various aid - programs, such as Aid to Families with Dependent Children, Adult Public Assistance, etc. Medicaid -eligible patients are provided with coupons, which they turn in to the EMS agency providing service. The coupons may be a letter that says they are eligible for aid for a specific incident, or they may be stickers that are maned to the participant on a monthly basis. The coupon is dated. You must have the coupon that Is good for the month the incident occurred, NOT the month the patient sends the coupon to you. Once you have received a coupon for a Medicaid ac- count, you may not send bills first to the patient. You must send a bill to Medicaid, on its form, and discontinue Ming the patient. Once Medicaid determines whether they will pay or not and how much, then you may bill the patient for his or her share of the bill. If you choose to bill Medicaid directly, you should add another section to your ledger file that is titled Medicaid. There are several training seminars each year to teach businesses how to effectively bill for Medicaid. It is recommended that you attend one before you start billing Medicaid directly. Call the Alaska Medicaid pro- gram at (907) 561-2171 for more information. There are numerous other types of insurance policies that may be the primary payers for your services. Some of these include: workers' compensation, group medical health, private health insurance, protection and Indemnity Insurance, and the Alaska Fisher- man's Fund. Workers' compensation insurance would apply to most Alaska employees injured on the job. You can bW the insurance company directly if you know the name of the employer. To get the insurance company address and phone number you can contact: Alaska Department of Labor Workers' Compensation Division 465-ZM In Juneau 289-4980 In Anchorage 451-2869 In Fairbanks Workers' compensation claims for employees of the federal government injured on the job are processed by: U.S. Department of Labor Office of Workers' Compensation Programs 1111 Third Avenue, Suite 620 Seattle, WA 98101-3213 (206) 442.4471 Workers injured on fishing boats are required to bill the boat owner's protection and indemnity policy, their group health carrier, or any other insurance they may have. In the event they exhaust all other sources and they have a commercial fishing or crew license, you can bill the Alaska Fisherman's Fund. This is an emergency medical fund for those who fish commercially only, and it is limited to $2,500 per claim. You can contact the Alaska Fshemran's Fund at: Alaska Department of Labor Fisherman's Fund P.O. Box 21149 Juneau, AK 99802-1149 465.2766 Specific information on group health or protection and indemnity insurance companies must be obtained from the patient or responsible party. Me ems biftg workbook - 19 As mentioned briefly before, there is a down -side to billing your patients. Some of your patients can't or won't pay their bills. There are many reasons for this. Some don't have insurance, some are already neck - deep in bills (especially if their treatment involved multi - pie transports and extended treatment in hospitals). Some believe Medicare or Medicaid pays the entire amount. Some think the EMS service will bill their insurance for them. Some think that EMS is totally subsidized by the city, borough, or state, and so forth. r The check is in the mail... You will hear many excuses for not paying bills. Instead of getting angry, take a deep breath and laughl The general public often mistakenly believes that EMS is totally govemment-supported the same as local police or State Troopers are. It takes a concentrated effort on your part to inform the public, through advertising and word-of-mouth, that you are not totally government - funded and that your existence is dependent upon pa- tients paying their bills. Establishing a credit card payment method may help prevent some collections. There are many different ways to handle people who do not pay their bills. Many services have found that it takes a combination of several methods to collect the most money. Following are three basic approaches to collecting unpaid bills: ■ You should call the patients to remind them of the bill and offer to work out a payment plan if they can't pay it in full: A lot of patients believe they have to pay the bill in full, yet you would be happy as long as they are paying at least part of it. ■ You can decide to contact your local court system and get the forms to file for small claims. This is the way a small business can get a court decision on whether the patient owes the bill or not. Once the court says the patient owes the bill, then you have to file for whatever money the patient may have in his bank account, permanent fund dividend, etc. This is a very time-consuming method of retrieving money. ■ You can turn the bill over to a collection agency which will work at collecting the money. Depending on your agreement with them, they may k a certain percentage of the money collected andfor- wardthe rest to you, or they will charge you a set fee per month. If they are unable to collect the money owed; they add the patient's name to bad credit risk listings and the patient may not be able to get credit for other things, such as credit duds, automobiles, etc. Example: Copper River EMS has specific policies that cover how long a patient will be billed before other steps are taken. Once the 60-day period has gone by with no call or letter from the patient, the patient is contacted via telephone and reminded that if he or she doesn't pay the bill, at least a part of it, before the 90-day period, it will be turned over to a collection agency. If the patient offers to pay a certain amount on the bill each month, that is noted in the file. If they go 60-days without making a payment, the account is turned over to a collection agency. The collection agency used by Cop- per River EMS has been very successful. Many of the accounts that no doubt would have gone unpaid other- wise, have been paid, either in -full or in -part. the ems bi ing workbook - 20 Take a moment to congratulate yourself for completing this workbook. By taking the time to add up all the numbers and establish a billing program, your EMS service will have the resources it needs to provide quality care. EMS billing is a win -win situation. You will have the equipment, supplies, and training to provide quality care. Those that need your vital services get them when they're needed. the emsWIhg wod dx)ck - 21 ACEMS: Alaska Council on Emergency Medical Serv- ices, Govemor-appointed positions, makes recommen- dations to the Commissioner of Health and Social Services, Director of Division of Public Health, and EMS Section staff. ACCOUNTS RECEIVABLE: money owed you; billable goods and services. BALANCE SHEET: a statement of a business or an institution that lists the assets, debts, and owners' in- vestment as of a specified date. EMS: Emergency Medical Services EMPLOYMENT SECURITY COMPENSATION: contri- butions by employer for unemployment compensation. FICA: Federal Insurance Contributions Act; contribu- tions shared by employer and employee for Social Se- curity Insurance Benefits. INVOICE: a detailed list of goods shipped or services rendered, with an itemized account of all costs. LEDGER: a book in which the monetary transactions of a business are posted in the form of debits (an item of debt) and credits (payments). -MALPRACTICE INSURANCE: see professionalliabil- # insurance. MEDICAID: a program, jointly funded by the states and the federal government, that reimburses hospitals and physicians for providing care to qualifying people who cannot finance their own medical expenses. MEDICARE: a program under the Social Security Ad- ministration that reimburses hospital and physicians for medical care provded to qualifying people over age 65. PATIENT CONSENT: formal permission, given by the patient or patient's guardian, for a specified action, such as release of information (see Request for Release of Meica/ Records form in the Sample Forms section). PER DIEM: a specified rate which covers an entire 24-hour period of travel, includes housing and meals. Rate varies per season. PROFESSIONAL LIABILITY INSURANCE: insurance purchased by a health care provider to protect against the risk of or actual financial loss on the part of the provider due to damages awarded as a result of the provider's negligent acts. Also called malpractice insur- ance. 1A: EMS Board of Directors reserves the right to waive billing for patients on an individual appeal basis, based on economic hardship. 1 B: EMS reserves the right to allow patients to provide services in exchange for payment of account, deter- mined by the EMS Board of Directors on an Individual basis. 1 C: Transport of multiple patients in one ambulance shall be billed as follows: ■ each patient will be billed for one-half (third, fourth, etc.) of the basic call -out fee. ■ each patient will be billed for full mileage. ■ each patient will be billed for supplies used on that patient. the ems Wing workbook - 22 2A - Patient Invoice 2B - Statement 2C - Statement 2D - Medicare Assignment Agreement 2E - Consent of Release 2F - 3' X 5' ledger Card 2G - Medicare Billing Form 2H - Medicaid Billing Form f m ems bl&V workbook - 23 Tax # 920102938 Medicaid # GA6070 C E12 121VEjZ CL se CWn PC1mces P.O. box 522, GlawasWa, Alaska "See Emergency Transport/Treatment provided to on for Base -Rate for Ambulance Response Miles at $3.00 per mile one-way Transport to airport for medevac Medicare # OOOORGCGS Customer Number. TOTAL DUE $ You are responsible for this bill. Copper River Emergency Medical Services Council does not bill general insurance agencies. A. If you are eligible for Medicaid, please attach a sticker in the place indicated and return this form to this office. Medicaid Sticker B. If you are eligible for Medicare, please write your Medicare number in the space provided, and sign this form before returning to this office. Medicare Number. Signature: C. If you are eligible for VA Benefits please sign for medical records release, and include your VA ID Number. Signature: VA ID No -- If you are eligible for Alaska Native or American Indian benefits, you may contact Copper River Native Association (822-5241) for assistance. Finance charges of 10% will be charged if this bill is not paid in full in 90 days. Delinquent accounts may be released to a collection agency at 180 days. O Ow 521111. Qkmmllm AbOM Nip W" 822-UP TAX A24102 !fi rWAN • NOWAM MUM Copper River E. M. S. Council P. O. Box 529 Glennillen, AK 99588 STATEMENT DATE ACCOUNT NUMBER AMOUNT ENCLOSED PAGE PLEASE DETACH AND RETURN THIS PORTION WITH YOUR PAYMENT. REFERENCE DATE CODE DESCRIPTION AMOUNT BALANCE _.21i;i; ), e _?E,;'-a1 I basic ambulance 17`�.0 1 i ? 1 06 t, ID I I f,c:? miles 24i.i , i_?!: 24C i . 00 c:;i��ii;c (;F,it:;r.i'�1 I base to airport 35c.?,0 ;;5C?,i;C ciF_,il:!r,;"�1 I mlles `4.i,r: 04,!it; RCTIAAL S77076fKfvr Foe JVAn�E ¢ ADD2Ess eove'tiEo. t!nis summer . C = CR MEMO P = PAYMENT A DISCOUNT ALLOWED F FINANCE CHARGE CODES: D = DR MEMO I = INVOICE ac HOPE/SUNRISE EMERGENCY MEDICAL SERVICES CY91• ; P.O. BOX 70 HOPE, ALASKA 99605 BUSINESS (907) 782-3174 ;Billing Date: 7/31/91 Emergency Response Date: 7/i6/91 # } t t t f BILI.INr, PARTY: I. Had Service P.O. Box HELP s EMT, Alaska 99xxx S SERVICE f X ? BLS + ALS PATIENT: I had Services -- TOTAL AMOUNT DUE $ 00.00 HSEMS IS AN ALL -VOLUNTEER 1 PAYMENT TO DATE $ -0- NON-PROFIT GROUP. PLEASE HELP PAY FOR SERVICES PROVIDED.` BALANCE.DUE 00.00 THANK YOU. � f 1 f 1 f RETURN THIS PORTION WITH YOUR PAYMENT ' 3 i I { HOPE/SUNRISE EMERGENCY MEDICAL SERVICE BOX 70 Telephone Business (907) 782-3174 HOPE, ALASKA 99605 j j Patient: I Had Service Response Date: July 28, 1991 fP.O. Box HELP EMT, Ak 99xxx PAYMENT SUBMITTED $ ;2b MAY 1 4 199J OOOORGCGS /0010 OMB Ho. 0938-0373 MEDICARE PARTICIPATING PHYSICIAH OR SUPPLIER AGREEMEHT OOOORGCGS 01/59 H COPPER RIVER EMS P.O. BOX 183 GLEXHALLEH, AK. 99588 The above named person or organization, called "the participant," hereby enters into an agreement with the Medicare program to accept assignment of the Medicare Part B payment for all services for which the participant is eligible to accept assignment under the Medicare law and regulations, and which are furnished while this agreement is in effect. 1. Meaning of Assignment - For purposes of this agreement, accepting assignment of the Medicare Part B payment means requesting direct Part B payment from the Medicare program. Under an assignment, the approved charge, determined by the Medicare carrier, shall be the full charge for the service covered under Part B. The participant shall not collect from the beneficiary or other person or organization for covered services more than the applicable deductible and coinsurance. 2. Effective Date - If the participant files the agreement with any Medicare carrier during the enrollment period provided through March 31, 1990, the agreement becomes effective on April 1, 1990. 3. Term and Termination of Agreement - This agreement shall continue in effect through December 31 iollowing the date the agreement becomes _ effective and shall be renewed automatically for each 12-month period tuary 1 through December 31 thereafter unless one of the following occurs: a. During the enrollment period provided near the end of any calendar year the participant notifies in writing every Medicare carrier with whom the participant has filed the agreement or a copy of the agreement that the participant wishes to terminate the agreement at the end of the current term. In the event such notification is mailed or delivered during the enrollment period provided near the end of any calendar year, the agreement shall end on December 31 of that year. *List all names and identification codes under which the participant files claims with the carrier with whom this agreement is being filed. HCFA-460 b. The Health Care Financing Administration may find, after notice to and opportunity for a hearing for the participant, that the participant has substantially failed to comply with the agreement. In the event such a finding is made, the Health Care Financing Administration will notify the participant in writing that the agreement will be terminated at a time designated in the notice. Civil and criminal penalties may also be imposed for violation of theagreement. am-fn,A,,n,/ c3/lo/qt, Signature oi participant Title Date (or authorized representative (if signer is authorized of participating organization) representative of organization) Office phone number : ( (including area code) Received by Alaska Medicare P.O. Box 1998 Portland, OR 97207 Telephone: 1-800-547-6333 ffective date Initials of carrier official 5 4 0 N � O < N v v N a., 0 � < �o �v 1.4 u V I O I N _E fCS cu G N N y —Cucu it (U ~ t/fcr cu V v O V V _r_ u►..4 U Lt7 OR G < G rG n W Z N w C- G W C z cr- Z a v fU W Ln ;E z tL N CW H Q d aF Patient Name: ---Adult's Name: Mail Address: -Jelephone _Aga:__ . C;px - __Insurannp Tnfne Billed: Statement Sent: --Notes: REQUEST FOR MEDICARE, PAYMENT -AMBULANCE �- _DICAL INSURANCE BENEFITS —SOCIAL SECURITY ACT (See instructions on Back —Type or Print Information) Form Aporo•ed Pat. a hiW are benefits may be pa+d unless a comptetad appOestlon form hiss been nroM.ed me requited by eclat" Ise, and requfetione 420 CT R 405.2511 OM8 No. 98-RGOSS "ICE —Anyone who mrsreorewnb or 1elaihea eaNnlHl Inlormst6on requested by this form may voon aonr,ehon b# subloet to line and Imprlsonmanl under Feostal Law Copy from Name of patient (First name, middle initial, last name) :ompleted. send this form to: YOUR OWN Medicare Claim Administration HEALTHJohnJohn Q. Public a 1 500 S.W. First Avenue Portland, Oregon 97201 CARD Health Insurance claim number rr A,rAs1:Ajrr 222-8831 (See example Letter Q Male O Female on back) 123-45-6789-A Patient's complete mailing address (including Apt. No.) City, State, ZIP code Telephone Number 123 Ash St. Your Town OR 97000 Was your illness or injury connected with your employment? ❑ Yes It No If any of your medical expenses will be or could be paid by another Insurance organization or government agency, show below Name and address of organization or agency I Policy or Identification Number Ite: If you Do Not want information about this Medicare claim released to the above upon Its request, check (X) the following block C I authorize any holder of medical or other information about me to release to the Social Security Administration and Health Care Financing Administration or its intermediaries or carriers any information needed for this or a related Medicare claim. I permit a copy of this authorization to be used in place of the original, and request payment of medical Insurance benefits either to myself or to the party who accepts assignment below. )nature of patient (See Instructions on reverse where patient is unable to sign) Date signed GN .RE PART 11 — AMBULANCE SUPPLIER TO FILL IN 7 THROUGH 25 Date of Service W Emergency ❑ Admission 8. Ordered By i -39 C Discharge ❑ Outpatient visit Jescriptton of Illness or Injury (Describe factors wnicn macs amcuiance transportation necessary.) Chest Pain, Cyanotic, SOB Name of Treating Doctor 11. Address of Doctor Dr. D. Comb _ SE Pine S` Your 73wr. . -,0 I Origin of Service 13. Destination of Service 123 Ash St. Your Town Hospital Your Town OR 891 SW Maple Your Town, OR Number of Miles 15. Cost Per Mile 16. Mileage 5 Patient Miles 2.40 A(�U�cSga %.00 Describe special service (it none leave blank) 17A0220RHte 300.00 02 = 15.00 18.Special Serv. Charge (De- 1 5.00 scribe item 22 Name and Address of Supplier (Number and Street, City, State, Zip Code) Save - A - Life Ambulance 868,.NE 88tr, Ave. cur Town OR 97000 Supplier Code 19. Total Charges 327 , 00 20. Amount Peld Telepnone Number i21. Any Unpaid Balance Due 32 ' t G -,ss7nment ot-atlent s =i.l O I accept assignment (see reverse) = I do no: accept assignment Signature of Supplier Uate signed 1-1-89 )Rid HCFA-1491 I' (FOR-ERLY SSA-1491) G. o.nmmi"".­ -. -a w.,lr.. tFFIX LABEL HERE THE 42 H MECOWAI& VIRGINIA CLAIM CONTROL NUMBER • FOR TVCC USE ONLY COMPUTERCOMPANY AFFIX LABEL HERE HEALTH INSURANCE CLAIM FORM ALASKA MEDICAL PAYMENT SYSTEM PATIENT (RECIPIENT) INFORMATION 1. PATIENT'S NAME (FIRST NAME. MIDDLE INITIAL. LAST NAME) 2.PATIENT'S DATE OF BIRTH 3. 4. PATIENT'S ADDRESS ISTREET CITY. STATE. ZIP CODE) 5. PATIENT'S SEX . MALE FEMALE 7. TELEPHONE NUMBER INSURANCEGE-ENTER NAME OF POUCTMOLDER AND PLAN 10. WAS CONDITION RELATED TO NAME AMC ADDRESS AND POLICY OR MEDICAL ASSISTANCE NUMBER A. PATIENT'S EMPLOYMENT YES NO B. AN ACCIDENT/INJURY AUTO OTHER HEALTH CARE PROFESSIONAL (HCPI INFORMATION IA. DATE OF ILLNESS. INJURY OR 15. 16. 16A. PREGNANCY 17. 16. 19. NAME OF REFERRING PHYSICIAN OR OTHER SOURCE /E.G.. PUBLIC N ALTH AGENCY) iLICENSE NUMBER 20. FOR SERVICES RELATED TO HOSPITALIZATION GIVE HOSPITALIZATION DATES i ADMITTED I IDISCHARGED 21. NAME It ADDRESS OF FACILITY WHERE SERVICES RENDERED RForwER rMAMMoM[oRomco (LICENSE NUMBER 22. WAS LAAQRATQRY WORK PERFORMED OUTSIDE YOUR OFFICET YES NO CHARGES: 23. DIAGNOSIS OR NATURE OF ILLNESS OR INJURY. RELATE DIAGNOSIS TO PROCEDURE IN COLUMN D B. RENDERING MCP NUMBER IF A BY REFERENCE NUMBERS 1. 2.3. ETC OR DX CODE I I OTHER THAN BILLING MCP 2• I PRIOR AUTHORIZATION NUMBER 3. 4. I I 24, A. DATE OF SERVICE FROM TO P. PLACE OF C. FULLY DESCRIIIE. M SUPPLIES FURNISHED FOR EACH DATE GIVEN FROCEDVRE CODE MOD)• lirxpww UNUSUAL smices on cincumsTANct3i 0. DIAGNOSIS CODE E. CHARGES F. DAYS OR UNITS G. T.O.S. �iDT H. LEAVE BLANK SERVICE i i I i I � i I I � I i I I I 25. SIGNATURE OF HCP 26. 27. TOTAL CHARGE 28. AMOUN PAID 29. BALANCE DU R CCRrIrY rNAT THE STATCMENTS ON THE REVERS[ APPLY TO rNIS RILL AND ARE MADE A PART MEREOCI 31. HCP NAME. ADDRESS. ZIP CODE & TELEPHONE NO. 30. SIGNED DATE 32. YOUR PATIENT'S ACCOUNT NO. 33. HCP NO. ^D�vA on .vie rno•� �^. �rr�P• a r� onv •n�e.n • •... �.. r. ... .. .. .. ..-�. .. ..__ ____ [:][:) ❑a ❑[:] [][:] []❑ AK-02 FEASIBILITY STUDY EMS BILLING ESTIMATED REVENUES POSSIBLE WITH BILLING STRUCTURE (5 YEAR AVERAGE) Estimated revenues made possible through establishing an EMS billing system were calculated by determining, for a one year period, total numbers and specific types of responses for the years 1989 - 1993 inclusive, then averaging those numbers (see explanation of "Billing Levels" on following page). It was noted that non -City residents accounted for an average of 30% of the patients transported. The following possible revenues were determined: ANP = AVERAGE NUMBER OF PATIENTS NPP = NUMBER OF PAYING PATIENTS (=80% of ANP) res = CITY OF KENAI RESIDENT non-res= RESIDES OUTSIDE CITY OF KENAI PROPOSED (ANP) PROPOSED POSSIBLE BILLING LEVEL AVE. # PATIENTS/YR NPP BASE FEE REVENUES I (res) 80.36 64.29 $ 100 $ 6,429 (non-res) 34.44 27.55 200 5,510 II (res) 220.78 176.62 300 52,986 (non-res) 94.62 75.70 600 45,420 III (res) 45.36 36.29 500 18,145 (non-res) 19.44 15.55 1,000 15,550 IV (res) 5.46 4.37 750 3,277 (non-res) 2.34 1.87 1,500 2,805 V (res) 5.32 4.26 1,500 7,980 ------------------------------------------------------------------- (non-res) 2.28 1.82 3,000 5,460 TOTALS: 510 408 $163,562 (FIGURES BASED ON 5 YEAR AVERAGE: 1989 - 1993) 1 EXAMPLES OF BILLING LEVELS LEVEL I: Routine transport of a stable patient. Taking a senior citizen to the hospital for outpatient care, and taking a patient from the hospital to the airport for a flight to an Anchorage hospital would be examples of routine transports. No definitive care is necessary. Minimum of 2 personnel are needed, generally no overtime is necessary, and one hour is adequate. LEVEL II: Basic Life Support. Treatment and transport of a stable patient who may have an altered level of consciousness. People involved in minor accidents who have a broken leg which needs splinted, someone with a concussion, or a person with mild chest pain and is stable would be examples of this basic life support level. Definitive care needed. May include technical rescue (extrication, etc). 3 personnel are needed, overtime may be necessary for recall, and generally 2 hours are adequate. LEVEL III: Advanced Life Support. Treatment and transport of a patient with unstable vital signs and altered level of consciousness. A person involved in an accident in which they received major multiple injuries, a person with an unstable and deteriorating heart condition, people with severe burns would be examples of this advanced life support level. Pre hospital treatment will not adequately stabilize these patients. May include technical rescue (extrication, etc). Minimum of 3 personnel are needed, overtime is necessary for recall, and minimum of 2 hours is necessary. LEVEL IV: Advanced Cardiac Life Support. Treatment and transport of a patient with deteriorating, life threatening condition. A person in cardiac arrest, respiratory arrest, or who has been in an accident and received massive injuries would be examples of this advanced cardiac life support level. Generally, survival is questionable, and pre hospital care is needed immediately. Minimum of 3 - 4 personnel are needed, overtime is required for recall, and generally more than 2 hours are necessary. LEVEL V: Technical rescue with LEVEL III or LEVEL IV involved. Incidents which tax the resources of the department. Entrapment in a vehicle or aircraft requiring extensive extrication and treatment during extrication would be examples of this level. Minimum of 6 personnel are needed, overtime is required for recall, and generally a minimum of 3 - 4 hours is necessary. 2 CITY OF KENAI EMERGENCY MEDICAL SERVICE SUMMARY SHEET (Possible revenues calculated at the proposed billing levels for 1993, less 8% for each preceding year. 30% non resident average included) 1989: 80% COLLECTION RATE Total call outs 428 Total transports 363 Non transports 65 Percent transported 84.8% Total cost per call out $207.73 Total cost per transport $244.93 POSSIBLE REVENUES $131,237.00 $104,990.00 1990: Total call outs 510 Total transports 456 Non Transports 54 Percent transported 89.4% Total cost per call out $211.24 Total cost per transport $236.25 POSSIBLE REVENUES $133,495.00 $106,796.00 1991: Total call outs 513 Total transports 378 Non Transports 135 Percent transported 73.67% Total cost per call out $198.70 Total cost per transport $269.66 POSSIBLE REVENUES $129,115.00 $103,292.00 1992: Total call outs 495 Total transports 443 Non Transports 52 Percent transported 89.45% Total cost per call out $211.03 Total cost per transport $236.11 POSSIBLE REVENUES $166,212.00 $132,970.00 1993: Total call outs 633 Total transports 510 Non Transports 123 Percent transported 80.5% Total cost per call out $229.88 Total cost per transport $405.90 POSSIBLE REVENUES $229,580.00 $183,664.00 3 CRITERIA AND ATTACHMENTS Criteria and formulas established by the State of Alaska in "The EMS Billing Workbook", statistics from the Annual Alaska Ambulance Survey as submitted to the Department of Health and Social Services Office by this Department, and City salary and overtime schedules were used in making the personnel calculations and determinations. Medication and medical supply price quotes were obtained from Soldotna Professional Pharmacy. ATTACHMENTS: Proposal for Billing Level Form Proposed Itemized Statement of Services and Supplies Proposed Charges Per Medication/Supply/Service Our Cost Per Medication/Per Supply Results of Annual Alaska Ambulance Survey - City of Kenai 5 YEAR AVERAGES (1989 - 1993) 4 MEDICARE MEDICAID OTHER IFACCOUNT #: INCIDENT #: DATE OF SERVICE: IF -PATIENT # MAKE CHECK PAYABLE TO: City of Kenai (Tax ID#:00-00000000) 210 Fidalgo St. Kenai, Alaska 99611 BILL TO: PHONE #: SOCIAL SECURITY #: DATE OF BIRTH: TRANSPORTED FROM: TO: REASON FOR AMBULANCE: RESPONSIBLE PARTY: RELATIONSHIP: ADDRESS: LEVEL I $ 100.00 No altered level of conciousness. Vital signs stable. Stable patient transported. No definitive care necessary. (ie. routine transport) LEVEL II (BASIC LIFE SUPPORT/BLS) $ 300.00 May have altered level of conciousness. Stable vital signs. Primary and/or secondary problem requires definitive pre - hospital treatment to stabilize patient condition. (ie. fractures/orthopedic trauma, stable cardiac, respiratory with oxygen therapy only) LEVEL III (ADVANCED LIFE SUPPORT/ALS) $ 500.00 Unstable level of conciousness & vital signs. Requires definitive pre -hospital treatment. Pre -hospital treatment will not stabilize patient. (ie. MVA multiple trauma, unstable cardiac, COPD, burns, CVA, etc.) LEVEL IV (ADVANCED CARDIAC LIFE SUPPORT/ACLS) $ 750.00 Deteriorating level of conciousness & vital signs. Deteriorating primary problem w/ secondary complications. Survival questionable. (ie. cardiac arrest, massive trauma, respiratory arrest, etc.) LEVEL V (TECHNICAL RESCUE WITH ACLS or ALS) $1500.00 Incidents which tax resources of the department. (ie.ACLS/ALS w/technical rescue, entrapment, extrication, etc) SERVICE LEVEL FEE + BACK PAGE TOTAL = TOTAL BILL AMOUNT (SEE FOLLOWING PAGE FOR ITEMIZED CHARGES) ***NOTE: Propose per level fee for non residents be established at double the resident rate. ITEMIZED STATEMENT OF SERVICES AND SUPPLIES SERVICES/SUPPLIES CHARGE SERVICES/SUPPLIES CHARGE ON RESIDENT RESIDENT I. V. THERAPY x Iles: @ $4.00/Mi. Lidocaine 2% x denocard x Lidocaine Drip x lbuteral x Magnesium Sulphate x inophylline x Morphine Sulphate x Atropine x Narcan x enedryl x Naso-Airway x retylium x Nitro (Spray) x Burn Pack x Nitro (Tab) x Calcium Chloride x Oral Airway x Cardboard Splint x Oxygen Therapy x Charcoal x Philly C-Collar x Cold Pack x Procardia x Dextrostix x Sodium Bicarb x Dextrose 50% x Stiff C-Collar x Dopamine x Thiamine x Dressings x Valium x Electric Suction x Verapamil x Epinephrine 1:1,000 x ING Tube x Epinephrine 1:10,000 x dImmobilization Furosemide x MAST Use luco Scan x EKG Monitoring Hot Pack x ERG Defib Intubation x EKG Pacing I.O. Infusion x Electrodes x Ipecac x Other: x Irrigation Fluid x Other: x Isoproterenol x Other: x Date of Incident Incident # Page Total a 0 ***PROPOSED CHARGES PER MEDICATION/PER SUPPLY/PER SERVICE*** SERVICES/SUPPLIES CHARGE SERVICES/SUPPLIES CHARGE ON RESIDENT (x 2 all costs) ///////// I. V. THERAPY x 11.00 Iles: @ $4.00/Mi. Lidocaine 2% x 3.00 denocard x 35.00 Lidocaine Drip x 7.50 lbuteral x 1.50 Magnesium Sulphate x 4.50 inophylline x 4.00 Morphine Sulphate x 3.00 Atropine x 5.50 Narcan x 7.00 enedryl x 2.50 Naso-Airway x 13.50 retylium x 34.50 Nitro (Spray) x 1.00 Burn Pack x 37.00 Nitro (Tab) x 1.50 Calcium Chloride x 9.00 Oral Airway x 6.00 Cardboard Splint x 7.50 Oxygen Therapy x 7.50 Charcoal x 8.50 Philly C-Collar x 33.00 Cold Pack x 4.50 Procardia x 1.00 Dextrostix x 1.00 Sodium Bicarb x 5.00 Dextrose 50% x 9.00 Stiff C-Collar x 25.50 Dopamine x 10.00 Thiamine x 1.00 Dressings x 6.00 Valium x 7.50 Electric Suction x 7.50 Verapamil x 4.00 Epinephrine 1:1,000 x 3.50 NG Tube x 6.00 Epinephrine 1:10,000 x 5.00 Immobilization 30.00 Furosemide x 2.00 MAST Use 30.00 luco Scan x 1.00 ERG Monitoring 7.50 Hot Pack x 7.50 ERG Defib 7.50 Intubation x 11.00 ERG Pacing 7.50 I.O. Infusion x 25.50 Electrodes x 7.50 Ipecac x 2.50 Other: x Irrigation Fluid x 4.50 Other: x Isoproterenol x 5.00 Other: x OUR COST PER MED/SUPPLY (SOLDOTNA PROFESSIONAL PHARMACY QUOTE) SERVICES/SUPPLIES CHARGE SERVICES/SUPPLIES CHARGE I. V. THERAPY x 7.50 Iles: @ $4.00/Mi. Lidocaine 2% x 2.25 denocard x 23.40 Lidocaine Drip x 5.00 lbuteral x .95 Magnesium Sulphate x 3.00 inophylline x 2.51 Morphine Sulphate x 2.00 Atropine x 3.80 Narcan x 4.56 enedryl x 1.75 Naso-Airway x 9.00 retylium x 23.13 Nitro (Spray) .11 EA 21.62 Burn Pack x 25.00 Nitro (Tab) x .95 Calcium Chloride x 6.25 Oral Airway x 4.00 Cardboard Splint x 5.00 Oxygen Therapy x 5.00 Charcoal x 5.59 Philly C-Collar x 22.00 Cold Pack x 3.00 Procardia x .55 Dextrostix x .63 Sodium Bicarb x 3.20 Dextrose 50% x 6.00 Stiff C-Collar x 17.00 Dopamine x 6.90 Thiamine x .65 Dressings x 4.00�Valium x 4.82 Electric Suction x 5.00 Verapamil x 2.69 Epinephrine 1:1,000 x 2.30 NG Tube x 4.00 Epinephrine 1:10,000 x 3.45 Immobilization 20.00 Furosemide x 1.15 MAST Use 20.00 luco Scan x .63 EKG Monitoring 5.00 Hot Pack x 5.00 EKG Defib 5.00 Intubation x 7.50 EKG Pacing 5.00 I.O. Infusion x 17.00 Electrodes x 5.00 Ipecac x 1.74 Other: x Irrigation Fluid x 3.00 Other: x Isoproterenol x 3.40 Other: x RESULTS OF THE ANNUAL ALASKA AMBULANCE SURVEY 5 YEAR AVERAGE (1989 - 1993) KENAI FIRE DEPARTMENT RUNS: Number requiring emergency transport 64.8 Number requiring non -emergency transport from scene 315.4 Routine transports 27.8 Other (no transport, false call, etc) 114.8 TOTAL 522.8 LOCATION OF INCIDENTS: Home 205.6 Streets 70.6 Recreation 18 Back country, wilderness 3.6 School 12 Business establishment 69 Waterway, boats 5.6 Airport, aircraft 8.6 Other 10.6 TOTAL 403.6 TYPE INJURY/ILLNESS: Burns 4.4 Hypothermia 1.6 Frostbite .4 Poisoning 6.6 Drowning, near drowning .6 Fractures 64.6 External Bleeding 30.2 Internal Bleeding 13 Other trauma 49.2 Cardiac 57 Diabetes 5.6 O.B. 9.8 Respiratory 37 Psychiatric 7.6 Alcohol 21.6 Drug overdose 12 Other Medical 77 TOTAL 398.2 PATIENT'S RESIDENCE: Local 286 Alaska 84.6 U.S. 15 Foreign 1.2 Unknown 19.6 TOTAL 406.4 A I 993 VUA llf"Vrl INDEX PAGE NUMBER 1 SUMMARY - 1993 KENAI FIRE DEPARTMENT ANNUAL REPORT GENERAL DEPARTMENTAL/PERSONNEL INFORMATION 5 Manning Chart 6 Description - Fire Chief & Assistant Chief 7 Description - Battalion Chief, Fire Marshal, & Administrative Assistant 8 Description - Fire Captain & Fire. Engineer 9 Description - Firefighter & Paramedic CALL CLASSIFICATIONS & ANALYSIS 10 Summary - Call Classifications & Breakdowns 12 Fire & E.M.S. Calls - Ten Year History 13 All Calls - Ten Year History 13 Dollar Loss - Five. Year Comparison 14 Emergency Responses by District 15 Classification of Alarms - Five. Year Comparison 16 Causes of Fire - Three Year Comparision 17 Occupancy Type - Two Year Comparison 18 Alarms by Day of Week 19 Alarms by Time of Day BUREAU OF FIRE PREVENTION 20 Bureau of Fire Prevention - Summary 25 Fire Prevention Activity Report DIVISION OF TRAINING 26 Training Summary 28 Number of Calls & Percent to Training Hours & Percent 29 Fire Training Hours - Five Year Comparison 30 EMS Training Hours - Five Year Comparison 31 First Aid and CPR Classes APPARATUS 32 Apparatus Maintenance & Repair Report WATER SUPPLY 34 1993 Hydrant Report AMBULANCE 35 1993 Annual Alaska Ambulance Survey SUMMARY KENAI FIRE DEPARTMENT 1993 ACTIVITY SUMMARY Within the incorporated city limits of Kenai, the Kenai Fire Department is responsible for fire protection, emergency medical service, hazardous material incidents and all related emergencies at the Kenai Municipal Airport. The department also handles all fire investigation, code enforcement, inspections, and fire prevention programs, the latter involving the community and local schools. The Kenai Fire Department is staffed by thirteen uniform personnel and one administrative assistant who provide professional emergency service twenty-four hours a day, seven days a week, to the citizens of Kenai. Apparatus currently consists of one 95 foot aerial platform, two triple combination, Class A pumpers; a 1,500 gpm, 1983 Spartan Emergency One with 2,000 gallon water capacity; a 1,250 gpm Seagraves with a 500 gallon water capacity which also carries extrication equipment; a 5,200 gallon, 400 gpm, 1968 Kenworth tanker; and two Oshkosh Aircraft Rescue Fire Fighting vehicles, a 1982 T-6 and a 1992 T-1500, each carrying 1,500 gallons of water and 200 gallons of light water, which are used for aircraft emergencies. The department also has two fully equipped ALS ambulances, one squad truck, a Chief's command vehicle and a staff vehicle. The department saw many changes during 1993, beginning with the retirement of 20-year veteran, Battalion Chief Richard A. McGrady. The Battalion Chief/Training Officer position was then filled from within the department. On July 1, 1993 the City funded a Fire Marshal position for the department which was also filled from within. All this resulted in two entry level positions becoming open which were filled by the hiring of one Firefighter/EMT III and one Firefighter/Paramedic. 1 1993 concluded with a total of 829 emergency responses. This consists of 196 fire calls, which include 6 to the airport, and 633 for emergency medical service. The chart below provides a three year comparison. THREE YEAR RUN COMPARISON 1993 1992 1991 FIRE 190 170 192 RESCUE 633 495 480 AIRPORT 6 5 4 TOTAL RUNS 829 665 672 The year ended with total fire losses of $67,675, down from $96,500 in 1992. It is the opinion of this Department that the decrease in structural fire losses can be credited to some degree to our aggressive fire inspection and public fire education programs. THREE YEAR DOLLAR LOSS COMPARISON 1993 1992 1991 AMOUNT $67.675 $96,500 $83,950 The City of Kenai experienced the first fire fatality since 1981 during 1993. No injuries by fire were sustained in 1993 compared to four (4) in 1992. THREE YEAR INVESTIGATION COMPARISON 1993 1992 1991 FIRE INVESTIGATIONS 81 55 55 ARSON INVESTIGATIONS 7 15 7 BUREAU OF FIRE PREVENTION - 1993 SUMMARY A total of 95 fire and life safety inspections were completed, 78 subsequent follow-up inspections conducted for compliance, 46 notices of violation were issued with a total of 96 deficiencies corrected, and three pending deficiencies carried over into 1994. 2 Approximately 320 total man hours were spent on the inspection program. A total of 352 burn permits were issued. The Chimney Brush Program was used five times during 1993 and eleven official complaints were received that required action by this office. Seven plan reviews were conducted in 1993, in cooperation with the City Building Official and the State Fire Marshal's office. PUBLIC FIRE EDUCATION 1993 saw the introduction of the Kenai Fire Safety House into the Fire Prevention Program at Sears, Mt. View, and at local day care centers. Fire Prevention during October and November consisted of Fire Prevention classes conducted for kindergarten through sixth grade, including private schools, and for the entire Kenai Central High School student body. Our Fire Prevention team spoke to a total audience of 4,332 in 1993. 1993 saw 182 Fire Prevention classes conducted. A total of 41 fire station tours were given. A total of 289 man hours were dedicated to Public Fire Prevention Education for the year. 1993 TRAINING SUMMARY Department personnel spent 5,506 hours on fire training, 5,382 hours on EMS training, and 422.5 hours on aircraft rescue fire fighting training for a total of 11,310.5 hours of training during 1993. Department personnel spent approximately 274 hours on training for the required airport disaster drill conducted November 8, 1993. City personnel involved included Fire, Police, Dispatch, Airport, Public Works and City Administration. This exercise resulted in updating the departments Airport Disaster Plan as well as the departments preparedness. In addition to classroom and field training that is conducted on a daily basis on assigned subjects, formal training provided at the 3 department that was attended by all shift personnel included Professional Rescuer CPR recertification, Air Medical Safety Procedures training, Advanced Cardiac Life Support, Emergency Medical Technician II and III refresher course, and Hazardous Materials Operations Level training. It should be noted that the majority of the foregoing training was required in order to keep the Department in compliance with federal and/or state mandates to maintain required certifications. To supplement our training and keep up with the latest developments in training and equipment, personnel also attended 420 hours of formal training conducted outside of the department. In addition, the majority of the department's personnel attended 40 hours of fire and arson investigation training in Kenai. This was provided by the Alaska Association of Fire and Arson Investigators via their loth anniversary training seminar which was organized and hosted by the Kenai Fire Department. During 1994 the current level of training will be sustained and an increase is anticipated due to newly mandate~ ---crams -n phvsica .__mess anc. snace en= . T e -iew ae=_a_ apparatus will also require additional training. Additional, detailed information on all facets of the department is provided within the remainder of this report. 4 GENERAL DEPARTMENTAL PERSONNEL INFORMATION Kenai Fire Department Manning Chart Fire Chief Assistant Chief Haz—Mat '?-=-La „- ;;f F re M rsnai F:re.AaFF 1 =cucat:.Cri 1 1� •.. EMS 1 .' ;nvestiamcrs 1 A —Shift B—Shift C—Shift Water Supply Hose Maintenance 5 FIRE CHIEF David C. Burnett - Date of Hire: May 15, 1971 This position has full authority and responsibility for general supervision of all officers, members and employees of the fire department and the management of all department activities. The Fire Chief is the chief executive officer of the fire department, and subject to the provisions of the City Charter, local ordinances, or directives of the City Manager. The Fire Chief directs all facets of the fire department in a manner that will best insure the safety of life and property within the City of Kenai. The Fire Chief is responsible for all laws and ordinances pertaining to fire safety and sees that the rules and regulations of the department are properly enforced; maintaining a direct and active interest in the affairs of the department at all times and shall cause an accurate record of all business transacted by the fire department be kept, preparing any such reports of departmental activities as may be required by the City Manager; furnishing an annual estimated budget of funds required to properly operate and maintain all fire department activities. The Fire Chief has supreme command at all fires and over all facilities of the department including personnel and equipment; the authority to prescribe such additional duties and issue general and special orders on matters not specifically covered in the rules and regulations or the job descriptions in effect and sees that adequate training facilities are provided and that all members are thoroughly trained in the proper performance of their duties. ASSISTANT FIRE CHIEF Donald R. Morgan - Date of Hire: July 17, 1978 This position, under limited supervision, is the third supervisory level in the fire department responsible for planning and coordinating a full range of fire suppression and rescue activities and related administrative tasks. Many different and unrelated processes are involved including supervision, procurement, report preparation and a command role in the field. The incumbent adapts existing policies to specific situations as they arise. Considerable knowledge of fire fighting, supervisory, administrative and training techniques; operation of fire apparatus and rescue methods is required. Contacts are primarily with vendors, citizen groups, business owners and state and local officials; the employee is responsible for planning and coordinating work. The work environment involves high risk and requires considerable strenuous physical exertion in fighting fires and other related emergencies. 1.1 BATTALION CHIEF Jason A. Elson - Date of Hire: September 14, 1977 Under general direction of the Fire Chief, plans, coordinates, directs and participates in Fire and EMS training and is the third supervisory level. Various responsibilities involved are listed in the National Fire Codes, Volume XII by the National Fire Protection Association. Considerable knowledge of fire instruction methods; methods, techniques and equipment used in modern firefighting is required. The ability to plan and direct training of Fire and EMS personnel; speak effectively before public gatherings; establish and maintain effective relationships with others is also necessary. The work environment involves high risk and requires considerable strenuous physical exertion in fighting fires and other related emergencies. This position was held by Richard A. McGrady until his retirement at the end April of 1993. FIRE MARSHAL Scott A. Walden - Date of Hire: July 15, 1985 Under general direction of the Fire Chief, plans, coordinates, directs and participates in fire prevention activities and is the second supervisory level in the fire department overseeing a full rang of fire suppression and rescue activities. The work involves may different and urleated processes and menthods such as inspecting buildings, designing fire prevention plans and plan reviews, investigation of fire cause, completing administrative work and actively participating in fire suppression and other emergency situations. Encumbents adapt existing policies to specific situations as they arise. Contacts are primarily public; the fire marshal works with owners of commercial and industrial buildings, state and local officials and others to promote fire safety. The work environment involves high risk and requires considerable strenuous physical exertion in fighting fires and other related emergencies. ADMINISTRATIVE ASSISTANT Kim Elliot - Date of Hire: October 26, 1981 Under the general direction of the Fire Chief, provides administrative support for the fire department and Bureau of Fire Prevention. Serves as receptionist, receiving all public and channeling any business, telephone calls and mail to the proper officer. Issuing and keeping records of all burning and hydrant use permits as well as any others required. Checks out chimney cleaning tools to the public and keeps records of use. All typing of correspondence and purchase orders; day to day accounting; type, file and/or mail out various reports; personnel time sheets and files; assist with public fire education programs on a limited basis. Submits projected budget for office supplies, orders office and other supplies for the department. Performs other related duties as required. 7 FIRE CAPTAIN William D. Furlong - Date of Hire: August 16, 1978 Roger J. Anderson - Date of Hire: February 1, 1978 Gene F. Backstrom - Date of Hire: November 27, 1985 This position, under general supervision, is the first supervisory level in the fire department overseeing a full range of fire suppression and rescue activities. Various different duties are involved from supervising fire and rescue emergencies to participating in educational programs in the schools and preparing pre -fire plans. Incumbents adapt existing policies to specific situations as they arise. Working knowledge of fire fighting, operation of fire apparatus and rescue methods is required. Contacts are primarily with the public; the employee is responsible for planning and coordinating work. The work environment involves high risk and requires considerable strenuous physical exertion in fighting fires and other emergencies, i.e., rescue calls, aircraft emergencies, etcetera. FIRE ENGINEER Dennis A. Lovett - Date of Hire: July 1, 1977 Walter G. Williamson - Date of Hire: April 25, 1977 Michael R. Tilly - Date of Hire: September 5, 1990 This position, operating under general supervision, is the second level in the fire department, responsible for driving and operating all equipment used in fire suppression and rescue operations. Various different duties are involved from dealing with fire and rescue emergencies to participating in educational programs in the schools. Due to the unpredictable nature of any given emergency, the incumbents, based on knowledge and ability, must select the most appropriate procedures for a given situation after evaluating the emergency. Knowledge of fire fighting and rescue methods is required. Contacts are primarily with the public to give or exchange facts or information. The work environment involves high risk and requires considerable physical exertion in fighting fires and other emergencies, i.e., rescue calls, aircraft emergencies, etcetera. C.] FIREFIGHTER Eric B. Wilcox - Date of Hire: December 1, 1990 Roy E. Browning - Date of Hire: May 24, 1993 John P. Wichman - Date of Hire: July 1, 1993 This position, operating under continuing supervision, is the entry level in the fire department, performing a full range of fire suppression and rescue activities. Various different duties are involved from dealing with fire and rescue emergencies to participating in educational programs in the schools. Due to the unpredictable nature of any given emergency, the incumbents may have to select the most appropriate procedures for a given situation after evaluating the emergency. Knowledge of fire fighting and rescue methods is necessary to carry out a full range of assignments. Contacts are primarily with the public to give or exchange facts or information. The work environment involves high risk and requires considerable strenuous physical exertion in fighting fires and other emergencies, i.e., rescue calls, aircraft emergencies, etcetera. PARAMEDIC This is a highly skilled, non -promotional rotating shift assignment. In addition to those duties performed in the Firefighter I class, an employee in this class responds on emergency calls to provide efficient and immediate care to the critically ill or injured. Under the supervision of a licensed physician, the Paramedic administers medications, starts intravenous infusions, interprets cardiac arrhythmias and administers electrical counter shock, makes initial medical observations and reports same to physician, keeps physician notified of changes in patient condition, maintains accurate records and reports vital information to hospital personnel while at the scene of an incident, during transport and when patient is transferred to hospital care. Advanced Cardiac Life Support certification, State of Alaska Paramedic certification and certification by the Alaska State Board of Medical Examiners is required. The department currently has four paramedics. W CALL CLASSIFICATIONS ANALYSIS SLW4ARY - CALL CLASSIFICATION AND ANALYSIS The graphs and charts contained in this section of the annual report show the increase in the use of various services provided by the Kenai Fire Department. Pertinent information used in determining equipment and manpower needs is also provided. In addition, this section of the annual report demonstrates the effectiveness of various programs such as fire prevention education and inspections, training, etc. A brief explanation of each graph/chart is given below: Ten Year History - Fire Calls: This graph reflects an increase of 104% in fire call volume over the ten year period, 1984 - 1993. Ten Year History - Emergency Medical Calls: This graph reflects an increase of 103.5% in emergency medical calls over the ten year period, 1984 - 1993. Ten Year History - Total Call Volume: This graph reflects an increase of 103.75% in total call volume over the ten year period, 1984 - 1993. Fire Year Comparison - Total Dollar Loss: This graph indicates a gradual decrease in dollar loss over the past five years, which is attributed, in part, to the department's agressive Public Fire Education and Fire and Life safety inspection programs. Emergency Responses by District: This chart is used to identify the location of the majority of emergency responses. As an example, approximately 46% of the EMS responses and 36% of the Fire responses were to District #2 (refers to the downtown area between Walker and Birch). 10 Five Year Comparison - Classification of Alarms: This chart breaks down the emergency responses into smaller categories, i.e., how many responses to each type of fire such as airport, structural, vehicle, brush, for a particular year. Property losses, EMS response, etc., are categorized similarly. Three Year Comparison - Causes of Fires: This chart is used to identify what causes fires and is useful in directing fire prevention education, may indicate a need for building code changes or additions, or may turn up a particular home appliance that may be defective. Two Year Comparison - Occupany Type: This chart identifies the type of use of a building, indicates Fire and Life Safety inspections conducted, and dollar losses within those types of occupancies. Alarms By Day Of The Week - 1993: This chart is particularly useful to identify what day of the week during what month is the busiest. As an example, during 1993 there were 152 emergency calls on Fridays with January and December being the busiest months. Alarms By Time Of Day - 1993: This chart is used similarly to the day of the week chart. In reviewing this chart it appears that the time period between 0100 hours (1:00 a.m.) until around 1200 hours (Noon) is quieter than afternoon and evening. 11 ■ �. ■ r 0 1 ■ 1 ::: ■ t n v n 900 500 700 500 500 400 300 200 100 0 �00 190 180 170 160 150 140 130 i20 110 100 90 80 70 50 50 40 30 20 10 0 J L 3 I Total Ccil Volume J 1985 1987 1989 1991 1993 -;ve Total bailor LOSS 1990 1992 13 DISTRICT # 1 2 3 4 OUT OF JURISDI TOTAL CALLS 1993 EMERGENCY RESPONSES BY DISTRICTS FIRE CALLS & PERCENT 32 CTION 16% 71 36% 47 24% 19 10% 27 14% 196 OF EMS CALLS & PERCENT 135 21% 290 46% 123 19.5% 40 6.5% 45 7% 633 DISTRICTS DEFINED AS: District # 1 refers to the area west of Birch Street to the city limits. District #2 refers to the downtown area between Walker and Birch. District #3 refers to the area east of Walker to the city limits. District #4 refers to the area south of Ames Bridge. Out of Jurisdiction refers to calls originating outside of the districts. 14 KENAI TIRE DEPARTMENT ANNUAL REPORT — TWO YEAR COMPARISON OCCUPANCY TYPE THIS YEAR TO DATE LAST YEAR TO DATE INSP. I FIRES 1 $ LOSS INSP. I FIRES 1 $ LOSS 1I PUBLIC 1993 1992 - Local Government I 1 State Government 1 Federal Government i Schools 7 i 21 $500.001 4 Pre -Schools 8 31 Churchs 11 8 Amusement/Recreation 2 DWELLINGS hoteis/moteis 1 1 Lodging 1 ! 1 Apartments/Multi 41 31 $5,250.00 311 1 $3,000.00'. Dwellings ! 5 $150.001 1 i 51 $2,600.001 Stores/Dwellings Four-Plex's I 2 Mobile Homes _ 5 $35.025.00 2 $80.000.00 MERCANTILE Office Buiidinc 21 1 22 Small Rst�ii i-estaLxant. Sars Large Single Mercantile 21 I 6 Stora a Warehouses j Malls 2 i 1 Lodges 1 LIGHT INDUSTRIAL Wood Working Metal Fabrication Misc. Manufacture 1 4 Lumber Yards 1 Filling Stations 31 1 21 Repair Garages I1 1 Aircraft Hangers 51 ur-:ew lKIM IQ-rDIAI Chemical Works 'Petroleum Plants 1 Wharf Properties j 1 Fish Processing 5 6 I Refineries I Misc. Structures 1 21 TOTALS 1 951 17 $ 0,9251 881 9 $85 600 17 KENAI FIRE DEPARTMENT ANNUAL REPORT ALARMS BY DAY OF WEEK YEAR: 1993 February April May (July August September I�October November I December By Quarter Jan. — Mar. Sun. Mon. Tues. Wed. Thurs. Fri. Sat. ! Total 8' 61 7 71 121 25: 161 81 9 12' 11` 11' 10 2 16! 12! 10j 51 7' 9i 811 11� 6 81, 91 15 5i 8! 14! 131 9 12, 111 17i 12! 111 11I 121 l0i 4; 11 13' 15' 12, 10 9! 16, 81 14 8 1 4' 10' 8 6 13 13: 4; 61 13 !i 71 61 81 81 11i 81 li 13 121, 141 11I 111 241 191 341 30' 22 7' 65 8 60 81 59 9� 73 I 9! 83' 6' 71 9' 78 8 46 70 71 55 281 421i 31 206 lApr. — June j 361 241 361 32 � 321 291 261 215 July — Sept. it 32 21 17; 371 29 361 23 195 Oct. — Dec. �! 261 31 351 23 281 451 26 214 Totals I 1131 1101 1181 1141 1171 1521 1061 8301 18 I 1 W U W Q 7 7 Z� Y T Ln O Cn M 'CIO TI` CO CD CD Ln ti CO Lf) CO r`,• MI N; N I COI NI (OI NI r' Ni 1-1 Q)I NI MI rl; NI co v- in Nj (OI I O O N N I Lo V' "t T i CO r-- � i (D j M 't"i Nj (.DI Mi I�ITINIco (D!q'tl- NI -I- 'T ,I- LO I C\J 1 CID I "T (D 1 rr'rl(D M!I- M' - N 1 M' LO 'It r; T M' r1 r V CO r Ln W W' M cc ,,T(D ! CO 1 T 1 (D i , ', LO r- N I co N ; (D r r Ln ! r1- N Lo i (D 1�11 I N "t Ln i I I I in Nj Lo (DI hl COI d CO i ti MINI co I- coIMIf�I jM co 1, j; j � I I LnI 'T!to T-T'I(DIMINjCVIMIM ! M -r M r CD r r N N T M C\4'T M CV I N! N i M! I Ln N 1 (D 1 cn : .-- I N I CV I N' M -- N 7*, l C\1 N I NI I N r, ..y V N T V I T T I v I M I r i N M I M I r �' I NI T TI �' I T TIN !j'I I NI NI I I NI T Ti Lo Ni (Y)! MI N M 1101 N! M r i r- N I r - N r M V r I N N r- 1 N T j N N r I T N Lo (D N m - I" I Lo >-��' I I I I m�¢�wl'w1 I � = ci wl m cc co �• Z m U- U Q 2 J C2 ¢I Q Z -) J O � ¢ o- F- O > Z U 0) cWn (D I LO I -t z T VT) T T N T i N N NIMN!Lo I N T I (D I Ln I N ti Q N co I Lo im CO CD I T O M � C4 CQ I T N! 01 m CO O (D a) 0 Ln N ! I N I (a M I T (2 T CO =1 �-I cc ► a Q -3 mI Min a ml O 19 BUREAU OF FIRE PREVENTION BUREAU OF FIRE PREVENTION 1993 ANNUAL REPORT Scott Walden was selected to hold the Bureau of Fire Prevention's leadership position of Fire Marshal on July 1st of 1993. This newly funded position has enabled the Bureau to increase the percentages of inspections and fire prevention classes performed, while reducing the man-hour commitment for these activities by shift personnel by sixty-five percent. Inspection Program: The Bureau's inspection program fell short of 1993 projections due to the increased call volume and the demand for time to attend to the other responsibilities of the "Fire Prevention" shift. With the Fire Marshal position filled it is anticipated that 1994 projections will be met. During 1993 there were 244 commercial business, 30 government buildings, 22 churches, 15 school/day-care facilities, and 45 apartment complexes on file for a total of 356 occupancies open for inspection. It should be noted that the number of occupancies may vary because of building/business closures and/or changes in use. A total of 95 fire and life safety inspections were completed; 78 subsequent follow-up inspections were conducted for compliance; 46 violation notices issued, with a total of 96 deficiencies corrected; and 3 pending deficiencies were carried over into 1994. Approximately 320 total man hours were spent on the inspection program. Seven plan reviews were conducted, in cooperation with the City Building Official and the State Fire Marshal's Office. During 1993 there were 352 burning permits were issued; 11 official complaints were received that required action by this office; and the Chimney Brush Program was used five times. 20 Public Fire Education: Public Fire Education was very successful during 1993, with the assistance of volunteers Pam Burnett, Susan Lovett, and the entire Kenai Fire Department. 1993 saw the introduction of the Kenai Fire Safety House into the Fire Prevention Program at Sears and Mt. View Elementary Schools, and at local day care centers. Fire Prevention during October and November consisted of Fire Prevention classes given to preschool through sixth grade students (including private schools), and the entire Kenai Central High School student body. Our Fire Prevention Team spoke to a total audience of 4,332 people in 1993, up from 2,542 in 1992. 1993 saw 182 Fire Prevention classes conducted, up from 72 in 1992. A total of 41 station tours were conducted. A total of 289 man hours were dedicated to Public Fire Prevention Education this year. The Bureau also conducted live fire drills in both Sears and Mountain View Elementary schools. Fire prevention displays were held at the Kenai Mall, K-Mares Mc-onaids the ?eninsula INIall, the Kenai Peninsula Fair at Ninilchik, and at the State Fire Training Center. Representatives of the State Fire Marshal's Office, the National Fire Protection Association from Massachusetts, the San Diego and Phoenix Fire Departments, and officials from the cities of Magadan and Providenya, Russia toured the Fire Safety House and examined our Fire Prevention Program. The Kenai Fire Department/Kenai Firefighters Association, held the Annual Firefighter Games following the Fourth of July parade, and co -sponsored a fundraiser with Central Peninsula Special Olympics. Proceeds funded Special Olympics programs, and a scholarship fund was established by the Kenai Firefighters Association. 21 Investigations: The Bureau investigated 88 fires for the year with 81 found to be accidental and 7 considered suspicious. One arrest was made which resulted in a conviction. The Department must also report the first civilian death due to fire within the City since 1981. A total of 199 man hours were spent on investigations during 1993. Formal Training: Department personnel put in many hours organizing the loth Anniversary Seminar for the Alaska Association of Fire and Arson Investigators which was held in Kenai in May, 1993. This allowed nearly all members of the department to take part in over 40 hours of classroom and field training. The seminar was well received and as a result of their dedication and involvement, Battalion Chief Jason Elson and Fire Marshal Scott Walden were elected President and Vice President of that association. Goals for 1994: Total inspections for 1994 are projected to increase by eighty percent. Plans for the Public Fire Safety/Education Program include extending the program into the Kenai Middle School to include 7th and 8th grade students, establishing a reading program for preschool children at the City Library, and reestablishing the in- service program for Kenai Peninsula Borough School District teachers. Enhancement of public relations through the development and delivery of PSA's, and timely delivery of incident press releases to the media are also priorities. Requests for Plan Reviews increased in 1993 as well. This is a 22 joint responsibility of the City Building Official and the Fire Marshal. Large construction projects required additional time and attention by this office in 1993. Training for the Fire Marshal in the areas of plan reviews and code enforcement is scheduled for April of 1994 at the National Fire Academy. In addition, necessary certifications will be obtained through courses and testing available in -state. Fire and arson investigations are necessary and time consuming, with attention to details in the field, documentation of findings, and record keeping being of paramount importance in the event Department should be required to go to court for civil or criminal proceedings. The Bureau will work with Department personnel and law enforcement agencies to develop and initiate a task force for fire and arson investigations. Personnel with skills in report writing, photography, fire cause and origin detection, and evidence collection and processing are integral components of such a task force or team. Training will be provided to this team by the Bureau and the Alaska Association of Fire and Arson Investigators. The following are objectives to be met by -.he Bureau in 1994: I. CODE ENFORCEMENT: A. Basic code enforcement training of more fire personnel. B. Maintain a quality code enforcement program which helps those affected by such enforcement in finding solutions to problems or violations revealed by the inspections. C. Prioritize inspections and increase their frequency to accommodate the inspection of a minimum of fifty percent of businesses per year. D. Obtain the necessary certifications to perform detailed Plan Reviews. 23 II. INCREASE FUNDING FOR PUBLIC FIRE EDUCATION MATERIALS. A. Increase the Fire Prevention budget to cover costs of updating and providing a more efficient Public Fire Education Program. Our statistics prove this is a valuable program provided to our community. The number of students and requests for the program have increased. Implementation of additional programs will require additional funding for materials. B. Continue to apply for local and regional grants for training and equipment. III. FIRE AND ARSON INVESTIGATIONS. A. Continue to fund training for more personnel in this field. B. Establish a fire investigation task force/team. IV. PUBLIC RELATIONS. A. Continue to work with the media to provide Public Service Announcements, and timely news information as incidents occur. B. Continue the Juvenile Fire Setters counseling program. C. Provide a cooperative, knowledgeable service to the citizens of the City. 24 KENAI FIRE DEPARTMENT . ANNUAL REPORT — BUREAU OF FIRE PREVENTION ( 1993 ( FIVE YEAR 1992 ( COMPARISON 1991 ( 1990 1989 it Prevention Activities Insp. Pending Letters Inspections 95 881 180 . 170 I 235' Re— Inspections 781 97 163 l 11511 162 ; Violations Noted 99 83 � 311 184 181 Notice of Violations Issued 46 37' 174 ! 184 181 Violations Corrected ! 96 I 1181 255 1431 189 Extensions Granted 1 7 5 12 Extensions Denied Fire Drills Supervised 2 2 3! 2 21 Fire Prevention Classes 182 72', 501 74 731 Station Tours 41 48 501', Total Class Audience 4332' 2542 2162 ! 1919 2291 LTotal Tour Audience Burning Permits Issued 352 228 271 184 186 LdIIU 1.,ICGUIII y rC►IIIILJ Court Actions Instituted 1 3 I Arrest Resulted From 1 1 2 Convictions Complaints Recieved 11 6 61 3 Complaints Acted On 11 61 6 , 3 Fire Watches Ordered Accidental Fires Invest. 81 55, 55 48 31 Suspicious Fires Invest. 7 15 ' 7 6 1 10 Total Investigations 881 70 62 54 41 Plan Reviews Conducted Bureau's Man Hours Total Man Hrs. Inspections 320 1 206.51 303.51 3801 481 Total Man Hrs. Public Ed. 289 818.5 284.51 440 401 Total Man Hrs. Investigation 199 144.5 1051 118 85 Total Man Hrs. Plan Reviews 25 DIVISION OF TRAINING DIVISION OF TRAINING 1993 ANNUAL REPORT Department personnel spent 5,506 hours on fire training, 5,382 hours on EMS training, and 422.5 hours on aircraft rescue fire fighting training for a total of 11,310.5 hours of training during 1993. This is an increase from 8,574.55 hours of training during 1992. Department personnel spent approximately 274 hours on training for the required airport disaster drill conducted November 8, 1993. City personnel involved included Fire, Police, Dispatch, Airport, Public Works and City Administration. This exercise resulted in updating the department's Airport Disaster Plan as well as increasing preparedness. The Training Division saw a change the end of April with the retirement of Battalion Chief Richard McGrady after twenty-two years of service and the promotion of Captain Jason A. Elson to fill his position. The department also saw the addition of two new personnel this year. The Training Division has been in the process of putting them through their probationary training. Multi -company drills were held on a monthly basis and all personnel were required to participate. These drills included training in Fire, Emergency Medical Services, and Aircraft Rescue Fire Fighting subjects. In addition to classroom and field training that is conducted on a daily basis on assigned subjects, formal training provided at the department which was attended by all shift personnel included Professional Rescuer CPR recertification, Air Medical Safety Procedures training, Advanced Cardiac Life Support, Emergency Medical Technician II and III refresher course, and Hazardous 26 Materials Operations Level training. It should be noted that the majority of the foregoing training was required in order to keep the department in compliance with federal and/or state mandates to maintain required certifications. To supplement our training and keep up with the latest developments in training and equipment, personnel also attended formal training conducted outside the department. The following table identifies the participating personnel, course titles, dates, hours of training obtained and the location of training attended in 1993. FORMAL TRAINING - 1993 aAM/RANK COURSa TI= DATR B DURS LOC1►TIOH Walden/Fire Fighter NFPA Learn Not to Burn Program Training 1/6 8 Anchorage F.T.C. Furlong/Captain Walden/Fire Fighter Grant Proposal Writing Workshop 3/22-24 30 each Homer R.P.C. Walden/Fire Fighter Alaska Fire Prevention Workshop 4/16-17 16 Anch. F.T.C. Burnett/Chief Alaska Fire Chiefs Spring Conference 4/21-22 16 Anchorage Wilcox/Fire Fighter Pediatric Advanced Life Support Inst. 4/24-25 16 Soldotna Furlong/Captain L.E.P.C. Prepare and Respond to Haz-Mat 6/8-10 24 Ft. Rich Furlong/Captain Fire Service Course Development 8/10-20 80 National Fire Academy Burnett/Chief 21son/9attalion Chief Alaska Fire Chiefs/Fire Fighters Conferenc_ 19 /22-25 10 aacn Fairbanks Walden/Fire Marshal Tilly/Engineer Alaska Fire Chiefs/Fire Fighters Conference 9/22-25 40 each Fairbanks Anderaon/Captain Oshkosh TA 1500 Operation and Maintenance 10/24-29 1 41_Lj Anchorage In addition to the foregoing formal training, the department hosted the loth Annual Alaska Association of Fire and Arson Investigators training seminar in May, 1993, with approximately 100 persons in attendance. This included the majority of the department's personnel, with several participating as instructors in 40 hours of classroom and field training. During 1994 the the current level of training will be sustained and an increase is anticipated due to newly mandated programs in physical fitness and confined space entry. The newly acquired aerial apparatus will also require additional training. 27 KENAI FIRE DEPARTMENT NUMBER OF CALLS & PERCENT TO TRAINING HOURS & PERCENT TEN YEAR COMPARISON YEAR TYPE # CALLS PERCENT TRAINING HOURS PII13W 1993 FIRE 190 22.91 5,506.0 48.68 1993 RESCUE 633 76.35 5,382.0 47.58 1993 AIRPORT 6 .74 422.5* 3.74 1992 FIRE 165 24.81 4,742.55 55.31 1992 RESCUE 495 74.44 3,526 41.12 1992 AIRPORT 5 .75 306* 3.57 1991 FIRE 188 27.98 5,107.5 58.78 1991 RESCUE 480 71.43 3,245.1 37.34 1991 AIRPORT 4 .59 337* 3.88 1990 FIRE 169 27.93 4,171.5 69.30 1990 RESCUE 425 70.25 1,597.9 26.54 1990 AIRPORT 11 1.82 250.5 4.16 1989 FIRE 167 27.15 4,933.5 66.81 1989 RESCUE 433 70.41 2,164.5 29.31 1989 AIRPORT 15 2.44 286.5 3.88 1988 FIRE 160 30.08 4,513.0 72.80 1988 RESCUE 364 68.42 1,425.0 22.99 1988 AIRPORT 8 1.50 261.0 4.21 1987 FIRE 102 21.43 4,814.0 77.50 1987 RESCUE 366 76.89 1,073.0 17.27 1987 AIRPORT 8 1.68 325.0 5.23 1986 FIRE 100 22.62 4,670.0 81.59 1986 RESCUE 331 74.89 993.0 17.35 1986 AIRPORT 11 2.49 61.0 1.07 1985 FIRE 102 25.37 3,641.0 72.62 1985 RESCUE 326 73.76 1,136.0 22.66 1985 AIRPORT 14 3.17 237.0 4.73 1984 FIRE 91 24.20 4,473.0 75.70 1984 RESCUE 280 74.47 1,395.0 23.61 1984 AIRPORT 5 1.33 41.0 .69 *Training related to aircraft rescue fire fighting only. 28 KENAI FIRE DEPARTMENT ANNUAL REPORT - FIVE YEAR COMPARISON FIRE TRAINING HOURS I 1993 1992 1991 1990 1989 ` !SUBJECT AREA FAM 566 1 303.5 i 229.51 183 -354.5'i F/F SAFTEY 124.51 82.5 1 74 i 821 128.5 OFFICER TRAINING 267 3561 376.5 i 387.51 507.5 1 APPARATUS 1167 1018.05 693.5 365 365 OPERATING APPARATUS 753', 6351 765.5 576.5i 679.5 PORT.EXTINGUISHER 11 171 301 125.1 164 FORCIBLE ENTRY 3.5 21.5' 19 ! 94.4 ; 99 ROPES & KNOTS 79.5 14.5 361 38.9 1 55.5 LADDERS 93 28.5 55.5 29.91 95 i HOSE MAINT. 187.5 126 125.5 49.5 , 86.5 HOSE LAYS 216.5 81.5 i 128.5 1 2001 2501 SALVAGE & OVERHAUL 39.5 16.5 29 ' 72.5 i 87 FIRESTREAMS 105 571 59 ; 1001 58.5 HYDRAULICS 491 44' 46.5 35.5 : 50 WATER SUPPLY 231 240.5 282 322.9 361 VENTILATION 25.5 23.5 48 112.9 154.5 BREATHING APP. 165.5 93 i 173 173.9 124 RESCUE 111 37.5 89.5 48.5 339 FIRE PRE./ARSON 3991 871.5 520' 185.5 1 200 PRE. FIRE PLANNING 65.51 98 1031 1241 142.5 SPRINKLERS 25.51 43 29.51 31 51.5 A.R.F.F. 422.5 3061 3371 250.5 286.5 FIRE TACTICS 166.5' 121 191 117.5 131 I ue7 KAAT ova poi 10A 1 an LIVE FIRE 1 376.5 : 292 i 357.5 315 i 284 TOTAL 1 5928.51 5048.551 5107.51 44221 5220 FIELD 50521 4407.55 4082.51 3023 3923 CLASS 876.5 641 10251 13991 1297 TOTAL 1 5928.51 5048.551 5107.51 44221 5220 MULTI COMPANY DRILL 69.5 65.5 159 141 141.5 SCHOOLS 314 228 369.5 144 124 29 KENIA FIRE DEPARTMENT ANNUAL REPORT - FIVE YEAR COMPARISON EMS TRAINING HOURS 1993 1992 1991 1990 1989 ` SUBJECT ANATOMY 79 221 311 21 42.5 11 TRIAGE & DIANGNOSTIC 532.51 463.51 217.51 30.5 29 CHEST INJ 30 27.51 46.51 41 31.5 SHOCK/I.V. THERAPY 358.51 298.51 1831 10 ; 23.5 HEMORRHAGE CONTROL 931 42 57.5 ! 15 21 B.L.S. 151 140.5 ; 1501 69.5 105 j FRACTURES & DISLOC. 128 110.5 84 30.5 ! 33 HEAD & NECK INJ 186.5 j 128 91' 31.51 2 ABDOMEN&GENITAL SYS. 81.5 44 47.5 22 3 � CARDIAC/ARRHY/STROKE 184 152.5 109.5 45.5 24.5 RESPIRATORY SYS. 195 135 899.5 8, 26.5 AIRWAY MANAGMENT 107, 70.5 80.5 CHILDBIRTH 40i 11 31.51 21 PATIENT HANDLING 679 I 387 j 212.11 23 108.51 HEAT / COLD INJ. 24.5 11 28.5 26 10.5 RADIATION/ELECTRAL INJ 4 0. 18 3 POISON/ALLERGIES _ 60 52.51 56 --- wT-'l n rn nn r An PHARMOCOLOGY 731 160.51 100.51 1 A.C.L.S. 193.51 31.51 165.5 451 42.5 DIABETES 31 141 28 1 QUALITY ASSURANCE 302 213 114 nR I V IN C. 322.5 142.51 114 33 4 CALLS 1476.51 1085.5 1140.5 1096 TOTAL 5382 3763.51 3245.11 399.51 1624 FIELD 49801 3511.51 2570.11 1 1 1211 CLASS 4021 2521 6751 i 413 TOTAL 1 53821 3763.51 3245.11 399.51 1624 30 KENAI FIRE DEPARTMENT FIRST AID AND CPR CLASSES 1993 ANNUAL REPORT During 1993 there were a total of 11 First Aid and CPR classes conducted for City of Kenai employees and the public. Total attendance was 75 students spending a total of 300 hours in the classroom. The instructors spent a total of 88 hours in preparation and instructing these classes. Below is a breakdown of time spent on the two different classes that were conducted. CPR CLASSES• During 1993 a total of 7 CPR classes were conducted with a total attendance of 50 students. The instructors spent 56 hours in preparation and instructing and the students spent a total of 200 hours in the classroom. FIRST AID CLASSES: During 1993 a total of 4 First Aid classes were conducted with a total attendance of 25 students. The instructors spent 32 hours in preparation and instructing and the students spent a total of 100 hours in the classroom. 31 APPARATUS KENAI FIRE DEPARTMENT YEAR END MAINTENANCE & REPAIR REPORT JANUARY 1 TO DECEMBER 31, 1993 SQUAD #1 1980 CHEVROLET ONE TON TRUCK BEGINNING MILEAGE: 21,277.8 ENDING MILEAGE: 21,916.8 MILES TRAVELED: 639.0 DECREASE OF: 211.8 UNIT #5 1979 CHEVROLET STATION WAGON BEGINNING MILEAGE: 59,290.2 ENDING MILEAGE: 63,734.5 MILES TRAVELED: 4,444.3 DECREASE OF: 291.1 UNIT #9 1984 CHEVROLET BLAZER BEGINNING MILEAGE: 38,733.5 ENDING MILEAGE: 47,320.5 MILES TRAVELED: 8,587.0 INCREASE OF: 516.2 RESCUE #7 1988 FORD, MODULAR AMBULANCE BEGINNING MILEAGE: 33,911.1 ENDING MILEAGE: 40,011.7 MILES TRAVELED: 6,100.6 DECREASE OF: 152.9 MOTOR MILES: 2,373.2 RESCUE #8 1984 CHEVROLET, MODULAR AMBULANCE BEGINNING MILEAGE: 41,238.7 ENDING MILEAGE: 46,916.9 MILES TRAVELED: 5,000.1 DECREASE OF: 57.1 MOTOR MILES: 3,086.7 TANKER #1 1968 KENWORTH WATER TANKER BEGINNING MILEAGE: 2,064.5 ENDING MILEAGE: 2,138.0 MILES TRAVELED: 73.5 DECREASE OF: 99.0 MOTOR MILES: 2,729.8 32 ENGINE #1 1983 SPARTAN EMERGENCY ONE, PUMPER -TANKER BEGINNING MILEAGE: 11,465.7 ENDING MILEAGE: 12,113.0 MILES TRAVELED: 647.3 DECREASE OF: 175.8 MOTOR MILES: 1,388.6 * PASSED SERVICE TEST ENGINE #2 1970 MACK, TRIPLE COMBINATION PUMPER BEGINNING MILEAGE: 24,482.2 ENDING MILEAGE: 25,099.0 MILES TRAVELED: 617.0 INCREASE OF: 516.3 MOTOR MILES: 79,190.0 * DID NOT PASS SERVICE TEST ENGINE #3 1971 SEAGRAVES, TRIPLE COMBINATION PUMPER BEGINNING MILEAGE: N/A* ENDING MILEAGE: 22,569.0 MILES TRAVELED: N/A MOTOR MILES: 111.0 * RETROFITTED BY SEATTLE PUMP DURING 1993 * PASSED SERVICE TEST ENGINE 4 1982 OSHKOSH, AIRCRAFT CRASH TRUCK BEGINNING MILEAGE: 1,151.5 ENDING MILEAGE: 1,191.4 MILES TRAVELED: 39.9 DECREASE OF: 23.5 MOTOR MILES: 595.2 ENGINE #5 1992 OSHKOSH, AIRPORT CRASH TRUCK BEGINNING MILEAGE: 228.8 ENDING MILEAGE: 399.5 MILES TRAVELED: 170.7 DECREASE OF: 58.1 MOTOR MILES: 134.8 TOTAL MILEAGE TRAVELED FOR ALL KFD VEHICLES FOR 1993 1993 MILES TRAVELED: 26,319.4 1992 MILES TRAVELED: 28,333.9 DECREASED MILEAGE OF: 2,014.5 33 WATER SUPPLY KENAI FIRE DEPARTMENT 1993 HYDRANT REPORT The hydrant system is generally in good condition. The new hydrants for the K-Mart store are in service and work well. Snow removal during the winter months from around hydrants is performed on an as need bases. This has been expedited by the use of the Water and Sewer backhoe. During the summer of 1993 a new Wagner Paint Sprayer was purchase and used to paint hydrants as needed. This increased the number of hydrants that were painted and cut down on man hours to complete the task. There are still approximately 60 hydrants that require painting. This is expected to be completed during the 1994 season. In addition to painting the hydrants red, we will be painting black numbers on each hydrant that will indicate the district number and corresponding hydrant number. Most of the problem hydrants indicated have been repaired by Water and Sewer. We still have an extensive list of hydrants that do not drain due to high water tables in the Kenai area. HYDRANT DISTRICT PROBLEMS PROBLEMS DISTRICT 1 DISTRICT 2 DISTRICT 3 OUT OF SERVICE 0 0 0 DO NOT DRAIN 12 21 18 FACE WRONG DIRECTION 0 1 2 NEEDS PAINT 10 20 30 OBSTRUCTED 1 0 2 TOO LOW 4 0 4 Because of the possibility that a hydrant will have water in it and could freeze during the winter months, The Kenai Fire Department has adopted a standard operating guideline. Before hose is laid on the ground, one man will check the hydrant to be sure it is operational prior to committing the engine and crew to a specific hydrant. In the event that the hydrant is frozen we are able to use the next available hydrant for water supply to extinguish structural fires. 34 been transferred and forwarded to the appropriate organizations and legislators. As an aside, "unfunded mandates" seems to be the buzz word for action on the federal and state levels. However, one wonders whether it is an effective way to protect these existing revenue sources from the federal and state level or rather that it is a "sensitizing" issue to heighten the sensitivity of the state and federal legislators toward the cities' plight of the "trickle -down economics" with its direct impact on cities. Nevertheless, this is the status of the unfunded mandates issue. The other 22 issues are copied for your review and prioritizing at the next work session. I am looking forward to meeting with you, along with all City department heads in the upcoming prioritizing process. cc: City Clerk Oc S-RVZC-c Kenai Fire Dept. THE ANNUAL ALASK-i AMBULANCE SURVEY - 1993 I - RUNS (number of patients) 27 a. Number requiring emergency transport (red lights, siren, code 1 & 2) 395 b. Number requiring non -emergency transport from scene, (code 3) TOTAL = 422 (a plus b) ALL TOTALS IN BOXES SHOULD EQUAL THIS NUI fBER! i 57 c. Routine transfer (to move patient only, no medical care required) 177 d. Other (no transport, false alarms, canceled, code 0) yk Answer questions 2 through 10 only on the la and lb runs, totaled in box above- 2 - LOCATION OF INCIDENTS 3 - TYPE OF INJURYIILLNESS 4 - MORE IIv't•OPUMATiON (most significant one per patient) ABOUT INM-RY INCIDENTS 243 a. Home — —' 3 a. Burns 5 a. Work -refaced 62 b. Street, highway, rural road 7 c. Recreation, sports location 5 d. Back country, wilderness, rural, offroad area 9 e. School 82 f. Business establishment, public building (e.g. restaurants, bars, hotels, jails) 8 River, lake, ocean, boat, ship, dock 6 h. Airport, runway, airplane 0 i. Other (list major categories & numbers) 422 i TC[ZA' L (a thru i) \ 1 b. Hypothermia 1 c. Frostbite 6 d Poisoning 1 e. Drowning, near -drowning 99 f. Fractures 3_g. External bleeding 9 h. Internal bleeding 25 i. Other trauma 52_j. Cardiac 5 k. Diabetes 18 1. OB 49 tit. Respiratory 9 n. Psychiatric 4 o. Alcohol 15p. Drug overdose 87 a. Other medical ` 422 = TOTAL (f(a du-u q) 35 14 b. Suspected alcohol use 0 c. Suspected drug use besides - alcohol 5-_PA=NT'S RESIDENT 321 a. Local residents (within service- area) 69 b, Alaska residents (outside service area) 10 c. U.S. residents (outside of 0 state) d. Foreim residents 22 e. Unknown 422 = TOTALI (a thru e) E 6 - PATIENT'S AGE 17 a. 0-1 16 b. 2-4 23 c. 5 - 14 37 d. 15 - 18 230 e, 19 - 6; 99 f. 65+ 422 — TOT.i.L (a thru 0 7 - RESPONSE TIMES ;from time call is received to arrival at Scene) 394 a. under 10 minutes 11 b. 10 to 30 minutes 0 c. 31 minutes or more .05 = Total a thru c) 8 - DISTANCE TRAVELED TO SCENE (by ambulance to scene) 405 a. 0 to 20 miles 0 b. 21 to 50 mules 0 c. 51 to 100 miles 0 d. 101 miles or more 405 �=� �ta a thrtt d) 10 - EMERGENCY TRANSPORTATION VEHICLES USED (more than one/patient possibie) )4 a. Ground ambulances l b. Additional ground ambulance (from another agency) 0 c. Dedicated air ambulance (fixed wing or helicopter) 0 d. Helicopter — Coast Guard or military 0 e. Helicopter — private or commercial charter 0 f. Light plan — private or air taxi charter 0 g. Scheduled commercial airline flight 0 h. Boat i. Snowmobile 0 J. Other (specify) Name of Service: 9 - DISTANCE TRAVELED FROM SCENE Coy ambulance from scene to hospital, clinic or airstrip) 401 a. 0 to 20 miles 4 b. 21 to 50 miles 0 c. 51 to 100 miles 0 d. 101 miles or more 405 = Total a thru d) KENAI FIRE DEPARTMENT Community or Service Area: CITY OF KENAI Physical Location of Station (milepost, street address etc.): 105 South Willow Street, Kenai, AK Telephone(s): (907) 283-7666 EMS ADMINISTRATOR Name & Title: David C. Burnett, Fire Chief Mailing Address: 105 South Willow Street Kenai. AK 99611-7745 TRAINING COORDINATOR Name: Jason A. Elsou, Batt. Chief Mailing Address: 105 South Willow Street Kenai, AK 99611-7745 SURVEY TAKER Name & Title: J on A. Elson, Batt. of Signature: X • Dare: Mach 25, 1994 36