The optimum solution would appear to be the construction of a District EMS Headquarters to double as a properly located main EMS station for Thunder Bay. More information on call volume distribution is required to determine the optimum location for such a facility. Data analysis may reveal that a better distribution of smaller stations is a better solution or that a dynamic deployment plan could be more effective. Data for 2004 is still not completely available due to a Ministry of Health computer malfunction. Once the data is available, it will require up to three of months of analysis and review involving GIS functions, demographics, and call distribution to ensure the recommendations meet the needs of Thunder Bay residents for the next 20 years. Once a plan is approved by council, it will take a minimum of one year and possibly two to have a facility ready for occupancy. Another unknown factor which may have an impact on any new facility is the proposed Protective & Emergency Services Training Centre. Opportunities may arise in that process that could meet all or some of the needs identified above. Regardless, it would not be available for one to two years from now.
Delaying the relocation of EMS administration for up to two years would not address the critical shortage of space at City Hall and Roland St.
A review of purchasing practices for the EMS system indicates some efficiency could be gained by centralizing purchasing and receiving in one location. Currently, each station or cluster of stations orders their own supplies in small quantities to meet their needs. A centralized system could result in discount prices for larger volumes, standardized products, decreased stock inventory in remote stations, improve efficiencies in materials management and improved use of platoon supervisors in Thunder Bay.
The former print shop building can be easily modified to provide some space relief to both City Hall and Roland station. With minor modifications, the building would become the District EMS Headquarters and provide office space for the Director, Executive Assistant, and the Operations and Budget Analyst who would all relocate from City Hall. The Manager of Quality Assurance and Training and his support person would relocate from Roland St.
A meeting room would be built in the empty space. A walled enclosure around the stair well would be added to address health and safety concerns. A work station would also be available for Eastern Region supervisors and the manager to work at and have high speed network access when in Thunder Bay.
As the old print shop is already set up as a warehouse, it could also be used for the same purpose for EMS without modifications. The storage area used for supplies at Roland could provide more vehicle space at that station. The small area used at Roland by the support staff would be made available as space for paramedics and office staff to use as needed to reduce current congestion. The office redistribution would improve the work environment of the platoon supervisors and also provide new space for the rural supervisor who currently has to work in Shuniah.
If a decision is eventually made that this facility remain headquarters for EMS, it could easily be modified to handle those needs for the long term as well as training space and further office space if required.
The estimated cost of building renovations, moving and work station assembly to make the accommodations noted in this report is $114,000. Annual operating and maintenance costs for the building are estimated at $20,600.00 for 2005.