HomeMy WebLinkAbout11/14/1995, 2 - AMBULANCE CONTRACT STUDY SESSION MEEnNG DATE:
mollo IIPn1D 1 city of San 1UlS OBISpo 11 N�MB5
aiis COUNCIL AGENDA REPORT we
FROM: Robert F. Neumann, Fire Chief
SUBJECT: Ambulance Contract Study Session
CAO RECOAE%IENDATION
By motion, receive a report regarding alternatives for ambulance operations within the City of San
Luis Obispo and direct staff to further develop Alternatives 3 and 4 and return to City Council with
further information.
REPORT IN BRIEF
For at least seven years now, cities and districts throughout the County have been at odds with the
current ambulance system. Concerns include: lack of local control, standardization of care,
duplication of service, definitions of service levels and a process for change. This county is not
unique in this venture. Currently, cities and counties throughout the state are litigating the issue of
providing pre-hospital care.and ambulance transportation. . It is important to note that San Luis
Obispo is currently served by a very professional and well-run private provider.
The entire pre-hospital care system as we know it, is changing. The future focus will be on trying
to limit costs while still providing safe professional care. An expansion of the role of paramedics,
both public and private, has been on-going for quite some time and is certain to continue in the
future. Some Fire Departments, with little modification of existing personnel, are expanding their
roles in the pre-hospital medical care system.
Local cities and fire districts have been involved in long and drawn-out negotiations with the County
and the private providers defining their role in the pre-hospital system. These discussions have
resulted in the development of a new contract. The following summarizes the proposed contract
and discusses a number of alternatives that are available to the Council.
DISCUSSION
Working cooperatively, the Fire Chiefs, County administrative staff and private providers have
managed to negotiate a tentative agreement. The significant areas are:
• New ambulance zones have been created and the resources that must be provided in those
specific areas have been defined. Ambulance station locations and the number of units
assigned are now finalized.
• Contract language has been developed that meets all the legal requirements for public and
private interests. Issues such as emergency take-over, dispatch funding, support of the
Critical Incident Stress Team, training, and equipment requirements have been resolved.
• It has been established that fire agencies are an integral component in the system. This is
based upon two separate levels that fire service personnel provide: Emergency Medical
Technicians with defibrillator capability (EMT-D) or Emergency Medical Technician-
Paramedics (EMT-P). We have created a funding mechanism to reimburse these services.
city of San tui s OBISPO'
i COUNCIL AGENDA REPORT
The following chart outlines what various agencies in the central zone, which includes the
area from Avila Beach to the Cuesta ridge north to Cayucos, could hope to expect. It should
be noted that these are very narrowly-defined direct costs and do not reflect all costs
associated with pre-hospital care. Staff does not necessarily agree that this is adequate
funding. It is simply what we have been able to negotiate to date.
The return rates in Chart #1 are based on the following cost figures:
EMT-D Training Costs = $150/Yr. Per Person EMT-D Equipment Costs = $1,500/Yr.
EMT-P Training Costs = $1,500/Yr. Per Person EMT-P Equipment Costs = $3,500/Yr.
EMT-P Incentive = .$4,500/Yr. Per Person
Based on the negotiated rate, the City Fire Department would have a one-time expense of
$3,000 (to equip an existing fire apparatus as a back-up transportation unit) and would
qualify for a return of$107,500 per year.
CENTRAL
ZONE
DEPARTMENT # OF EMT-D #OF EMT-P TRAINING EQUIPMENT EMT-P TOTAL
EMPLOYEES/ EMPLOYEES/ COSTS/YR. COSTS/YR. INCENTIVE
PIECES OF PIECES OF
EQUIPMENT EQUIPMENT
Avila Beach 10/1 0 $1,500 $1,500 0 $3,000
Cambria F.D. 0 0 0 0 0 0
Cayucos F.D. 11/1 0 $1,650 $1,500 0 $3,150
Morro Bay 0 7/2 $10,500 $7,000 $31,500 $49,000
San Luis Obispo 0 15/5 $22,500 $17,500 $67,500 $107,500
SLO Co. Avila 16/1 0 $2,400 $1,500 0 $3,900
SLO Co 16/1 0 $2,400 $1,500 0 $3,900
Morro/Tom
SLO Co. Airport 16/1 0 $2,400 $1,500 0 $3,900
South Bay 0 6/2 $9,000 $7,000 $27,000 $43,000
ZONE TOTAL 69/5 28/9 $52,350 $39,000 $126,000 $217,350
ACTION NEEDED
A decision must be made pertaining to pre-hospital care and patient transport. Four alternatives are
presented here for Council's review.
city of San WIS OBISPO
COUNCIL AGENDA REPORT
ALTERNATIVE #1
Delete Emergency Medical Service From The Current Fire Department Program.
When the Fire Department was first established, the sole purpose was to combat unwanted fires. Over
the years, the fire service has evolved into a multi-functional organization. As a response to the needs
and expectations of the citizens of San Luis Obispo, emergency medical service became an important
part of our department's mission in the early 70's. We have progressed- into providing Advanced Life
Support (AIS) capabilities, more commonly known as "paramedic", from our engine companies. This
alternative would"take us back to our original sole purpose, combating unwanted fires. The department
currently responds to approximately 2,400 calls a year,-approximately 70% of which are medical aids.
Pros
The City could realize cost savings, no longer having to provide for training and certification of
paramedics. We would not have to maintain advanced life support equipment and supplies.
The Department would increase its readiness for fire suppression. Engine companies would not be
tied-up at routine medical calls and would be capable of responding to fire emergencies with less
potential for delay.
The Fire Department would have one primary mission. It is easier to accomplish a single goal such as
fire suppression. When you have a multi-functional organization, priorities are often conflicting.
There would be elimination of competition with private enterprise. The current dual-response system o
both private and public agencies would end. Private enterprise would take complete control and
responsibility of all facets of pre-hospital care within the City.
Cons
The potential for loss-of--life would increase due to reduced emergency medical (EMS) response.
Eliminating the current level of care provided by ALS engine companies would significantly delay
delivery of critical medical treatment to our citizens.
There would be a reduction in the established level of service. The City currently has fire stations
strategically located throughout the community to provide fire protection rapidly and efficiently. Our
current level of service provides ALS within 4-6 minutes throughout the city. There is no higher level
of service available. If we were to reduce or eliminate EMS from our mission, the standard response
time for providing care would be substantially increased, resulting in greater mortality and exacerbation
of injury and illness.
Eliminating this service would be an inefficient use of the department's existing personnel and
equipment. The amount of personnel currently assigned to emergency response is minimal. We have
taken advantage of our successful fire prevention program to reduce the amount of fires. This has
given us time to focus on other area of emergency response. Emergency medical service has been
determined to be a high priority based on the fact that the vast majority of 911 calls are medical in
nature. The Fire Department is able to respond to the medical needs of our citizens with the current
level of staffing, and should not reduce the number of personnel due to the potential for disaster.
����►► �NNIp�p �Ul city of San LUIS OBISpo
li;% COUNCIL AGENDA REPORT
ALTERNATIVE #2
Private Provider-Based Transportation With Cost Reimbursement To The Hue Department
(Support The New Contract).
This is the most basic of the cost-recovery proposals. No additional personnel or equipment would be
added to the system.
Pros
The City would be reimbursed approximately $107,500 a year by accepting the contract as currently
negotiated. While it does not bring total cost recovery, it would offset some of the operating costs.
Other cities throughout the County would be receiving similar treatment. While the proposed contract
is not ideal, there seems to be a general consensus among the private providers, County administrative
staff and the Pure Chiefs that the contract, as developed, would be acceptable.
While the return will not be as much as we would want, the new contract, which we expect to cover a
period of 3-5 years, establishes three important principles which we believe are more important at this
time than just the fiscal impact:
• Establishes a major role for cities in setting pre-hospital emergency care standards
• Eliminates a number of deficiencies and results in an improved service delivery system.
• Establishes cost recovery as an integral part of the system.
Cons
It only reimburses a portion of the true costs of the City's involvement in pre-hospital emergency care.
With EMS calls rising to 70% of the emergency-related calls, it could be argued that the cost for .
delivering ALS to the citizens.of San Luis Obispo is much greater, and total reimbursement should be
the goal. The City would be locked in to $107,500 per year for the life of the contract. A greater
reimbursement amount would require renegotiation, pitting the City Fire Department against other
providers.
It does not resolve duplication of service issues. Both public and private agencies would still continue
to respond to the same incident, needed or not.
ALTERNATIVE #3
Fire Department Based Transportation System.
It would be possible for the Fire Department to operate its own emergency ambulance system. This -
would require augmentation to the existing Fire Department staff to provide the best EMS delivery and
transport system possible.
Pros
Improved program efficiency. This alterative would provide for a fourth 3-person ALS engine
company capable of delivering paramedic level-of-care within four minutes inside the City limits.
Presently we can only staff three engine companies with 3 personnel. Medical studies have shown the
key to successful resuscitation of cardiac arrest victims is the arrival of ALS care within 4-6 minutes.
By adding a third-person to the fourth engine company, fire suppression efforts would be improved,
'����►► ���IIB�pn ��a�JN City of San Luis OBISPO
i COUNCIL AGENDA REPORT
and staffing levels would be adequate to allow for further annexations and/or growth. Safety would
be enhanced by eliminating the second engine response to ALS calls in the district presently covered
with a 2-person engine company.
Provides the citizens with a paramedic ambulance staffed 24 hours per day. This ambulance could
assist with other Fire Department duties when not involved in patient transport.
The apprentice program funded by this alternative would supply the EMT drivers for the ambulance
service. It would also provide candidates with both EMS and Fire Suppression experience making it
very attractive to persons seeking a fire service career, as well as a hiring pool for future City
firefighters. Apprentice programs can also assist the City with its affirmative action policies. The
City of Huntington Beach has successfully initiated a similar program.
Anticipated return of$114,700 to the General Fund after paying the costs of providing the service.
(Further discussion/cost analysis to follow.)
Cons
There is a possibility of creating conflict between the City, the County, and the private providers.
Private providers could argue that the loss of income would necessitate higher fees in the
unincorporated area. However, the private provider, based on City participation, would no longer
be required to staff the zone with the same level of resources.
The City would have to agree to respond anywhere in the zone for mutual aid purposes. They
would also have to agree to move out of the zone on limited occasions. The County would need to
agree that the mutual aid was reciprocal, so that in times of system overload, adequate resources
would respond to the City.
The City may incur significant litigation costs to challenges made by the private providers. Current
litigation has ruled in favor of local/public control. A decision filed October 17, 1995, by the 4th
Appellate District of the California Court of Appeals ruled that State law for emergency medical
care does not pre-empt the City's right to provide pre-hospital emergency services (County of San
Bernardino vs. City of San Bernardino).
Discussion/Cost Analysis
The following is a preliminary cost breakdown of how a Fire Department based EMS delivery and
transportation system would look.
Expenses (Annual (Basis)
Staffing
Firefighter/Paramedic Position (3.3)* $237,600
Apprentice Program 752000
Accounting Assistant Position (1/2 Time Billing/Collections Agent) 18,000
Sub-Total 330,600
* In order to staff one position per shift, it is necessary to fund at a factor of 3.3 to
compensate for holiday, vacation time, etc.
111121111 city of san LUIS OBISp0
mewsCOUNCIL AGENDA REPORT
AmbulanceSupplies Equipment & Contingencies
Ambulance (5 Yr. Life) $129000
Fuel and Maintenance 2,000
Medical Supplies ** 11000
Office Equipment/Supplies 2,000
Contingencies (10%) $339000
Subs-Total 50,000
TOTAL EXPENSES $3809600
** These are direct costs for safety equipment essential for increased Paramedic service. The
Department is currently spending $8,100 on medical equipment and supplies. The required
$1,000 would be in addition to the existing accounts.
The City's current liability insurance carrier has indicated that no increase in insurance premiums
would result from the additional transportation capabilities due to the fact that current practice finds
Firefighters assisting in the ambulance already.
Revenue Source
The department responds to approximately 1,600 emergency medical calls a year. In 1994, there
were 1,100 transports resulting from these calls. Projected transports in 1995 are 1,150 and 1,200
for 1996. (Inter-facility transfers are not included in these numbers.) .
The new ambulance rate is expected to be somewhere in the neighborhood of$575 a call, with an
additional revenue source of$60 for the use of oxygen and $15 per transport for infectious disease
control. The average total, we could expect to bill for a call would be approximately $635. A
realistic collection rate should be about 65-70%. This is based upon the experience of similarly-
sized and socio-economically based communities; Petaluma and Napa. At the collection rate of
65%, a total of$495,300 could be expected for transports in 1996.
REVENUE (1,200 calls x $635 x Collection Factor of .65) $4959300
PROGRAM COSTS 3809600
NET RETURN TO THE GENERAL FUND $114,700
Additional Revenue Possibilities
Public agencies offering ambulance transportation can offer a membership program to residents.
Customers appreciate coverage of all ambulance related "out of pocket" expenses and relief from
dealing with their insurance companies. Public providers benefit from added revenue and very
effective public relations. Based on the experience of agencies throughout the State that have
membership programs, our City could realize between $30,000 and $60,000 of additional revenue in
the first year. Another benefit of far greater value is public relations. Cities and service districts
have found that their residents' awareness and appreciation of emergency-response service greatly
increases. An additional indirect revenue benefit happens when members and non-members alike
tend to utilize the ambulance service more often. Examples of cities with programs in place include
Arcadia and Sonoma.
—CD
city of San Luis OBISPO
COUNCIL AGENDA REPORT
ALTERNATIVE #4
Partnership Between City Fire Department And Private Ambulance Provider.
This alternative would have staff explore the possibility of sub-contracting with the private.
ambulance provider for a variety of services. The City would have to retain control of emergency
ambulance operations within the City limits for this alternative to be viable. There are many
negotiable services such as staffing, billing, equipment, supplies, vehicles and housing that could be
explored prior to implementation. The private provider would retain authority for inter-facility
patient transfers.
Pros
It may be advantageous to develop sub-contracts with the private company. The City could use this
"partnership" to respond to any charges that it was interfering with private enterprise, yet still take
advantage of a number of the pros outlined in Alternative 3, the Fire-Based Transportation system.
The ambulance company would still be able to recover costs, and continue to collect charges for the
financially lucrative inter-facility transports. The ambulance company would also be able to reduce
expenditures by possibly housing an ambulance inside a fire station.
If a contract was acceptable to the private provider, a potentially expensive and protracted legal
battle could be avoided.
The City could reduce its costs by allowing the private provider to do the billing. They have an
effective and efficient billing .system currently in place.
The cost breakdown is similar to the all Fire-Department based transport system described in
Alternative 3.
Cons
The City's major interest is community welfare and cost-recovery. A private provider, while
sharing these concerns, also needs to show a profit. This is the basis for conflict between the two
entities. The City would have a smaller return from the ALS service which could have a negative
financial impact on the long-term stability of the program.
Without an agreed-upon deadline, protracted negotiations could significantly impact the
implementation of the County-wide ambulance contract.
The role of the Fire Department in emergency transport will always be subject to negotiation. If the
private provider changes, new agreements would have to be made. This results in uncertainty and
instability surrounding such a vital program.
FISCAL IMPACT
The 1995-97 Financial Plan projected Paramedic revenues at $150,000 annually. The proposed
contract specifies reimbursement of$107,500 annually.
°`►�� ��NIQpfIP lI city of san WI S OBISPO
Eiis COUNCIL AG- EIYDA REPOFRT
CONCLUSION
All parties agree that the current system has many inequities. Staff recommends that we further
develop Alternatives 3.and 4 in order for the City to reaffirm and maintain a position of local
control. We believe this to be important as the.prehospital .care system of the future is most likely
to expand at the most basic levels, that of field and/or home care. Fire service resources, which are
already in place, can be cost-effectively utilized to fill this expanding need..
ATTACEMENTS
Council Agenda Report dated 911.5/92.
r
►l city of San WIS OBISPO
WMIRGM COUNCIL. AGENDA REPORT
FROM: Robert F. Neumann, Fire Chief
SUBJECT: Confirmation of the City of San Luis Obispo intent to negotiate a new
agreement in the County for the regulation of ambulance services.
CAO RECOMMENDATION:
Adopt a resolution requesting the County to negotiate a new ambulance agreement between the cities
and the county and designating the City Managers/Fire Chiefs Committee on ambulance as the
bargaining group for the cities.
HISTORY:
Prior to 1976, an organized approach for the delivery of ambulance service to the citizens of San
Luis Obispo County did not exist. Various cities and districts had individual contractual agreements
with ambulance providers and most of the unincorporated areas of the county were served on a first-
come, first-serve basis. At the urging of the Grand Jury, the County of San Luis Obispo developed
a system known as the EMRM (Emergency Medical Response Manual) that provided various zones
in the county and allowed for the Board of Supervisors to establish rates.
In 1976, the seven cities in the County contractually agreed to allow the County to regulate
ambulance services via the EMRM. The provisions of this agreement called for automatic renewal
every five years unless a city gave one (1) year notice prior to renewal time.
In May of 1990, the seven cities all notified the Board of Supervisors that they were no longer
happy with the current EMRM system and wished it to be reworked when the contract came due at
May of 1991. The cities took this step at the urging of the Fire Chiefs Association based on a
number of problems and concerns that had developed since the inception of the EMRM. Major
points include:
• No local control • Levels of service not well defined.
• Standards of care not established • No input/process for change
• Duplication of service
All City contracts with the County were terminated by May, 1991. With this contract termination
of the seven County cities and the realization on the part of the County that the entire EMRM was
outdated, the County Health Director commenced a study to analyze the local situation.
Concurrently, the City Managers established a committee to review ambulance service and
emergency medical service as it pertains to cities. This Sub-Committee, consisting of two City
Managers and two Fire Chiefs developed a proposal that addressed local and fire service concerns
and presented it to the County Health Director and County Administration in January of 1991.
city of San Luis OBISPO
COUNCIL AGENDA REPORT
DISCUSSION:
The City Managers Sub-Committee has had numerous meetings with both County administrative
staff and the County Health Director. The group was making significant headway through the
spring of 1992. However, negotiations have completely stalemated with no recent movement. As
late as mid-June, both County administrative staff and the Sub-Committee were optimistic that
County Counsel would bring a draft ordinance forward. However, as of this date, no such draft has
been developed.
With the current negotiations at a stalemate and with the supplemental documentation from the
Grand Jury, now it is time for the seven Cities in the county to reaffirm their commitment to the
formation of a Joint Powers Agency. This action will allow maximum input, local control, better
coordination and system operation and program administration of a more effective ambulance
system. In order to accomplish this, staff recommends that the attached resolution, which is being
brought before the other seven cities within the county, be passed. The Fire Chiefs hope that the
increased awareness of this issue will force the Board of Supervisors to take favorable action.
In July of 1992, the Grand Jury released a report that was very critical of the current system.
A short summary:
• The county-wide 9-1-1 system of ambulance dispatch is inadequate and needs reworking.
• The County has been lax in its oversight responsibilities and the EMRM (ambulance contracts) is
out of date and needs immediate review.
• Emergency/non-emergency ambulance service need to be separated and/or held to different
criteria.
• Ambulance response times in urban areas are unacceptable.
• Ambulance rates are the third highest in the state without any compelling reason.
It recommends:
• The County should consider a competitive bidding process for ambulance services.
• Cities, which perform Paramedic service, should be compensated for those services.
• The County should establish a fair rate of return for ambulance service providers.
• The County should rework the current EMRM.
��LD
N city Of San LUIS OBISPO
RRaZe COUNCIL AGENDA REPORT
ALTERNATIVES:
1. Abandon current Sub-Committee negotiations and allow each agency to operate independently in
negotiations with the County Health Director and administrative staff.
Pro - This alternative provides an opportunity to improve service levels and design specific
emergency medical services based on local needs and desires. Each city would
maintain the ability to contract with the County for delivering all Ambulance/EMS
services. The local agency may provide more ambulance units if an increased level
of service is desired and if it is willing to assume the additional cost.
Con - Operating independently, a cost-effective, efficient system will not be developed. The
coordination of mutual aid, large scale emergency/disaster situations all require a
county-wide effort. There is no assurance the County will cooperate with individual
cities.
2. Continue with the current negotiations in hopes of reaching eventual accord with the County.
Pro - The method is easily continued. No expense has or is to be incurred.
Con - The County currently is under no pressure to move at anything other than its own
pace which to this point is unacceptably slow.
3. Adopt the proposed resolution which urges the County to negotiate in good faith with the cities.
Pro - This alternative would force the County to deal with a more formal/united group of
cities. It maximizes local control and allows the cities to jointly coordinate medical
response, system operations and program administration. JPA's have proven effective
in dealing with medical insurance and similar benefits and could potentially do the
same for EMS.
Con - The JPA could require some staff time to develop and implement. The cities
establishment of a JPA may require some financial commitment.
RECOMMENDATION:
Adopt the proposed resolution which urges the County to negotiate in good faith with the cities
(Alternative 3).
�ii� � �►� � city of san tins osIspo
COUNCIL AGENDA REPORT
FISCAL E14PACT:
Other than staff time, no outlay will be required in the onset. Long term fiscal requirements,
depending upon the system design, may be more significant. However, provisions in the contract
would provide for a funding source.
NOV-14-95 TUE 1 : 20 PM SAN LUIS AMBULANCE HQ FAX NO, 8n55460885 P. 2
F
OUNCIL O CDD DIR MEETING AGENDA I
0 ❑ DIR 9 ITEM.#
W (B'FIRECHIEF DATE//-/
TTORNEY 0 PW DIR
LERWORK3 O POLICE CHF
eAGW TEAM ❑ REG DIR
t(3 C READ
IP an Luis Ambulance SErvicE, Inc.
F.O. BOX 954.569 HIGUERA STREET,SUITE'X+" •SAN WIS OBISPO CA 93406.8051543-2626• FAX 805/546-0885
FACT SHEET R19GF% 1Vr: D
NOV 1. 4 1995
SERVICECITY CLERK
SAN LUIS OBISPO.CA.
San Luis Ambulance Service, Inc. is the largest paramedic ambulance
provider in San Luis Obispo County for 911 emergency medical services.
SLAS has a history of service to the community. From 1945 to 1995,
SLAS is celebrating 50 years of dedication to providing
state-of-the-art pre-hospital care and ambulance service.
SLAS is a privately owned service receiving no tax subsidies.
Only those individuals who use the service, pay for it .
SLAS has not received a rate increase for the past five years .
During this five year period, SLAS has been working in good faith with
SLO County with only a year-to-year temporary contract in place.
Paramedic ambulances respond to approximately 10, 000 calls
annually from five strategically located stations covering 75k of San
Luis Obispo County. 'there are two stations in San Luis Obispo, and
one in Morro Bay, Atascadero and Paso Robles.
Of the estimated 10, 000 calls a year, approximately 28% will
involve patient treatment but no transportation, and therefore, no
charge. Of the estimated 72% of calls involving patient transports,
the overall collection rate will average 68%.
- Working closely with the hospital base station medical staff, SLAS
paramedics and EMT' s assess and stabilize the patient for transport .
Patient care is continued from initial response and assessment through
initiation of emergency department treatment.
In addition to emergency medical care, SLAS provides local patient
transfers, as well as out-of-town transfers to major metropolitan
medical centers.
STAFF
SLAS employs 32 full-time and 15 part-time employees. There are 5
SLAS paramedics who have been with the company longer than ten years.
There are 18 employees from the field and office staff who have been
with the company longer than five years .
"Serving Since 1945"
WE ADHERE 70 THE HIGH STANDARDS AND ARE MEMBERS OF THE CALIFORNIA AMBULANCE ASSOCIAMON
NOV-14-95 TUE 1 :20 PM SAN LUIS AMBULANCE HQ FA'X N0, 8055460885 P. 3
The professional SLAS field staff spend hundreds of hours in
extensive emergency medical training. Continuing medical education
is an ongoing commitment, ensuring the highest quality of training at
the EMT and Paramedic level.
- Medical professionals in the SLAB business office are
available to assist with insurance billing and answer questions
regarding the patient' s prehospital services.
EQUMMENT
- Top-of-the-line ambulances are continually upgraded to keep pace
with the newest technology in advanced life support equipment .
State-of-the-art cardiac defibrillator/monitors guarantee cardiac and
chest trauma patients the most advanced life support care available.
A double radio system and cellular phones equipped in each ambulance
ensures there will be no compromise in communications capabilities
during an emergency.
An ambulance stands ready at each of the five stations on a 24-hour
basis, with extra vehicles equipped for emergency back-up.
CONEMXTNrrY SERVICE
It is the philosophy of SLAS that the opportunity to serve the
community is an honor. Many local organizations, both public and
private, are supported by SLAS with financial donations or donations
of service.
SLAS interfaces with various public agencies including SLO County
Emergency Medical Services Agecny (EMSA) and local fire departments.
Medical equipment is donated to these agencies on a regular basis as
updated equipment is provided for SLAS staff . Backboards, portable
suction units, defibrillator batteries and other medical supplies have
been donated to allow these public agencies that are restricted by
budget constraints to remain active in the pre-hospital setting.
This practice also guarantees that a continuity of equipment is
available for patients, ensuring a smooth patient transfer between
erall
the public providers and the private ambulance company.
The benefit to the entire pre-hospital care system is an enhancement of
the level of care provided to all patients.
NOV-14-95 TUE 1 : 21 PM SAN LUIS AMBULANCE HQ FAX NO. 8055460885 P. 4
Standby time and equipment are donated to many community and nonprofit
organizations such as high school sporting events and community
athletic activities, that benefit the entire county of San Luis
Obispo.
In addition, SLAS is proud of its support of the following
organizations: Boy Scouts of America, Hospice, YMCA, Council on
Child Abuse, American Red Cross, SLO County Sheriff Department,
Cal Poly, Cuesta College, Hotline, Special Olympics, Tri-Counties
Blood Bank, Beach Cities Little League and various local charity golf
tournaments.
NOV-14-95 TUE 1 : 22 PM SIN LUIS AMBULANCE HQ FAX N0, 8055460885 P. 5
San Luis Ambulance Service, Inc.
PO BOX 954 .569 HIGUERA STREET,SUITE'A' •SAN LUIS OBISPO CA 93406. 80.51543.2626 • FAX 806/846-0885
MISSION STATEMENT
San Luis AmbulanceService, Inc. is a privately owned paramedic
ambulance service, dedicated to provide sate-of-the-art prd-hospital
care and ambulance service.
We are :
Committed to providing prompt, safe, efficient and courteous
ambulance service for all incapacitated persons who require ambulance
transportation.
Dedicated to the preservation of life and to the reduction of pain and
suffering of the ill and injured.
Committed to providing the most well equipped ambulances available,
including the most advanced life-saving technology and medical
supplies .
Committed to providing the finest Paramedics and Emergency Medical
Technicians trained, licensed and certified as professional
health care providers in the State of California, as well as San. Luis
Obispo County.
Committed to the assistance of our patients with any questions or
problems they may have during the billing process.
"Serving Since 1645"
WE ADHERE 70 THE HIGH STANDARDS AND ARE MEMBERS OF THE CALIFORNIA AMBULANCE ASSOCIATION