Clermont staff to assemble packet as council weighs pursuing local ALS transport service

City of Clermont fire officials told the council on April 21 that local emergency medical services (EMS) performance has improved after Lake County added ambulances but remains below the department’s 10‑minute 90th‑percentile target in peak weeks. Chief Azelle said the department’s consultants validated the city’s operational model and recommended pursuing ALS (advanced life support) transport services under a COPCN (certificate of public convenience and necessity) so Clermont could operate its own transport units.

Chief Azelle said the county had placed four ambulances in the area while the department’s model indicates six are required for a resilient system; call volumes can vary week to week (72 emergent calls one week with a 10:40 90th‑percentile response, 85 calls the next with roughly 14 minutes). He said response performance improved from roughly 17 minutes at the start of conversations to as low as about 10 minutes in some weeks after county deployments but remains fragile when call volume spikes.

Council members pressed staff for a single, clear package before any vote. Requested materials included: a one‑page cover summarizing the consultants’ professional report; 16 months of call‑volume data broken down by city vs. unincorporated calls and emergent vs. non‑emergent; a cash‑flow analysis showing direct‑billing revenue, MSTU (ambulance tax) revenue and projected net costs; an explanation of dispatch arrangements and potential contract costs if the city assumed dispatching; a case study from Venice and at least one example where a local transport plan failed; and a timeline and project‑management plan for station siting and unit deployment.

Financial figures discussed in the workshop included staff citations that MSTU revenue to Lake County was about $2.2–2.9 million (2024 figure cited) and staff modeling that projected roughly $3 million in revenue offsets (MSTU plus direct billing) with an estimated net out‑of‑pocket in early operations near $1 million per year depending on timing and dispatch arrangements. Staff said initial capital and staffing for a new fire station (Station 6) would be substantially higher — first‑year salaries and startup near $5 million with ongoing annual operations around $2.2 million — but opening an ambulance in a station can be lower cost than building full engine companies.

City attorney Christian said the COPCN process is a county hearing with its own criteria; an appeal or litigation could be an option if an application is denied, but it carries legal and strategic tradeoffs. Chief Azelle and staff recommended preparing both a 'hybrid' option (operating under a county license) and an independent option with the legal pathway outlined for council consideration.

Council did not vote. Staff was directed to compile the requested packet, add the Venice case study and provide a timeline for council review; several members said they preferred to delay any vote at least one meeting so the packet could be digested.