DVF SSD BOARD MEETING AGENDA (SPECIAL MEETING)
16 February 2026, 6:00pm
1. Call to order/roll call/ Alan Burns, Chair
2. Approval of Agenda Alan Burns, Chair
3. Discussion and vote: table Paramedic Transport Pat Johnson
4. Open Board discussion (discussion, no votes) Alan Burns, Chair
a. Proper use of Board credentials Pat Johnson
b. Courtesy notice to Board of discussion items Pat Johnson
c. Clarification of Minutes: draft v. final Pat Johnson
d. Preview of opportunity to acquire Type 6 Brush Truck Chief Rieffer
e. If any additional, please notify the Chairman so it can be added to this Agenda
5. Public Comment Alan Burns, Chair
6. Adjournment Alan Burns, Chair
Please note!! This meeting is in addition to the board meeting being held 2/19/2026 at 7:00 pm
02-16 Special Board Meeting: Paramedic Service Feasibility and Fire Truck Purchase
Date & Time: 2026-02-16 18:00:12
Location: [Insert Location]
Attendees: Olivia Anderson, Kim Slight, Pat Johnson, Alan Burns, Doug Markham.
Overview
This document summarizes the Dammeron Valley SSD board meetings held on February 16, 2026. Key discussions included the approval of meeting agendas and minutes, the feasibility of a paramedic transport service, the urgent need to purchase a new Type 6 to support the revenue-generating wildlife program, and a review of board member conduct and communication protocols. The board debated the financial and legal risks of competing with the current ambulance provider, Gold Cross, versus pursuing a cooperative backup agreement. A significant portion of the meetings focused on proposals to acquire a Type 6 and a 'Super Six' fire truck, analyzing the cost-benefit, financing options, and the necessity for the department's budget.
Call to Order
Alan Burns called the Dammeron Valley SSD board meeting to order at 7 o'clock on February 16, 2026.
A roll call was conducted, with Olivia Anderson, Kim Slight, Pat Johnson, Alan Burns, and Doug Markham present.
The Pledge of Allegiance was led by Doug Markham.
Agenda Approval- Alan Burns requested a motion to approve the agenda after confirming the board members had reviewed it. Pat Johnson 1st, Kim Slight 2nd. Approved
A reminder was issued for board members to state their names before speaking to improve the clarity of the meeting recordings and transcripts.
Paramedic Transport Service
Alan Burns reviewed a study from Utah which highlighted several key issues in Rural EMS. There is a high demand for EMS personnel, and many agencies are understaffed, particularly in rural areas. Rural areas often experience more severe injuries and are farther from hospitals. Paramedics, especially older ones in rural areas, face significant burnout from being overworked.
The board member argued that the local training program supplies paramedics to the county, and having a local ambulance service would benefit the community by retaining these freshly trained individuals.
Personal anecdotes were shared about the potential for long waits for an ambulance coming from Veyo or Diamond Valley, emphasizing the value of a local unit for faster response times. It was noted that while service has improved, some residents have previously experienced 'horrific' situations, and the community should keep moving forward to improve services.
The primary purpose of the special meeting was to resolve the long-standing issue of whether the department should pursue providing transport services. The board previously directed the chief to pursue this under resolution 2024-1219, but this effort has experienced a setback. It was proposed to de-prioritize this effort for now to allow the board to focus on other pressing needs, as it is not considered imminent for the 2026 business plan.
Current Service and Financial/Legal Risks
A key question was raised about the original goal of this initiative and whether there were known problems with the current provider, Gold Cross. It was clarified that Gold Cross now provides 24/7 coverage from a location just five minutes away, which has improved response times compared to the past.
The county has a contract with Gold Cross that runs until 2029 and has expressed satisfaction with their services. A letter from the county previously indicated potential legal ramifications if the board tried to change the current arrangement, raising concerns about a costly lawsuit against a 'deep pocket company' like Gold Cross.
There is strong sentiment against any action that could increase SSD fees for residents, many of whom are on fixed incomes. The financial burden of staffing a 24/7 ambulance service is a major concern, as needing 2 full time personnel is the biggest cost.
A past incident in Hurricane was cited, where a fire district had to lay off staff and fire its chief after a similar initiative failed financially.
The department's success with generating income through its wildfire program was highlighted as a model of fiscal responsibility. It is unclear if obtaining a transport permit would legally require the department to provide 24/7 staffing, which would create a significant financial burden.
The current 2026 business plan does not include provisions for providing ambulance service, meaning any implementation is not planned for the near future.
The financial viability of any ambulance service is a major risk, with concerns that it would not be profitable due to Medicare reimbursement rates and could lead to increased fees for residents.
Proposed Cooperative Agreement and Letter
An alternative to competing with Gold Cross was proposed: pursuing a transport permit to act as a backup service. This cooperative agreement would allow the department to provide transport in specific situations:
* When Gold Cross is busy on another call, although they do have a unit for backup in such a case.
*During a mass casualty event on the highway.
*To fill in any gaps in Gold Cross's 24/7 coverage.
This approach would support Gold Cross rather than compete with them and provide an additional layer of safety for the community.
The board discussed drafting a formal letter to the county commissioners.
The letter will serve two main purposes:
*To ask for a definitive timeline on when the board can revisit the topic of pursuing transport services.
*To formally request county funding for the six needed heart monitors, framing it as an essential need.
Pat Johnson volunteered to draft the letter, which will require input from all board members and other stakeholders to ensure it represents a unified board position.
The board agreed on the importance of avoiding any conflict or adversarial relationship with Gold Cross. Any future arrangement should be achieved through negotiation.
Members expressed a desire to maintain a good relationship with the county commissioners and not be seen as adversarial.
Financial Considerations and Equipment Needs
A primary concern is keeping resident fees at their current level without increases. Revenue from deployments, grants, and training is critical to achieving this.
The department has six aging heart monitors that cost $66,000 each to replace, and supplies for them are no longer available.
If the department could secure a transport agreement, it might become eligible for grants to cover the cost of this new equipment. Without grants, the board will have to find another way to fund the replacement, which could lead to fee increases.
Board Conduct and Communication
A reminder was issued that board members must be cautious and prudent when using their official credentials.
When contacting anyone as a board member, it can be perceived as representing the entire board's official position. Individual members cannot act or speak on behalf of the board without its explicit authorization via a motion, resolution, or formal assignment.
Board members were encouraged to review the conflict of interest, ethics, and contact policies in the first 18 pages of the revised June 2025 Policies and Procedures Manual.
Caution was urged in personal conversations and on social media, as comments can be mistakenly taken as an official board position.
Members were asked to provide courtesy notices for any new agenda or discussion items by emailing the board with as much information and context as possible.
This advance notice allows other members adequate time to prepare for technical or complex topics.
If a member hears something incorrect during a meeting, it is appropriate to politely ask for clarification or discuss it later, avoiding an adversarial or unproductive tone.
Meeting Minutes Procedure
The official record of a meeting is the minutes transcribed by the clerk, not the audio recording.
Minutes remain in a draft state and can be amended by anyone until they are formally voted on and approved by the board.
Once approved, the minutes become final, and it is a significant effort to amend them afterward.
Board members are responsible for reviewing draft minutes as soon as they are available to make any necessary revisions before the approval vote.
Drafts can be posted on the state public meeting website and revised at any time before the final approval vote.
Vehicle Purchase Proposal
Program Overview & Importance:
The wildlife program is a critical revenue source for the department.
The revenue generated helps offset costs and maintain a lower fee for the community, with the program's employees effectively 'earning their own paychecks.'
The department's budget and business plan are built around the deployment of two Type 6 trucks.
Last year, each of the two deployed Type 6 trucks billed approximately $570,733.
Last year, the profit margin on all wildland and REMS deployments was between 50% and 51%.
The budget conservatively estimated deployment revenue at $1.65 million, but the district's internal goal is $2.5 million.
Need for New Vehicles:
The department's 1999 vehicle, 1361, has significant issues, including high mileage (around 270,000 miles), fluid leaks, and safety concerns for crews who travel thousands of miles.
These mechanical issues pose a risk of failing during a deployment, which would result in lost revenue. A leak-related issue prevented a full mobilization last year.
The business plan for 2026 recommends replacing this truck as soon as possible.
A ten-year-old 'Super Six' unit is available for purchase at a price considered an 'unbelievable bargain.'
The Chief stated the unit could potentially pay for itself within one year through deployment revenue. A single two-week call-out can generate approximately $40k in revenue.
Proposed Vehicles:
A Type 6 truck was found by chance at a local dealership. The vehicle was built for another department that backed out of the purchase.
The initial price was $190,000, which was considered an 'incredible' deal compared to similar vehicles priced between $264,000 and $280,000.
After negotiations, the price was reduced to $170,600.
The department has placed a $500 hold on the vehicle to secure it.
The dealership requires a decision on the truck purchase by Friday morning, or the vehicle will be sold to one of the four other interested fire departments.
Staffing and Deployment Capacity:
The district has a new department starting in a month dedicated to taking out units, so no additional hiring will be needed to deploy this extra unit.
Four new master's degree level personnel, who have completed a six-year certification, are becoming available this year.
This new capacity will allow the district to deploy three units for a certain amount of time this year.
Financial Details and Financing Options:
The Treasurer, Pat Johnson, confirmed the financial viability of the purchase after consulting with Affinity HR and Zions Bank.
Since the district cannot pay with capital funds, lease options are being considered. The unit would be owned by the district for one dollar at the end of a five-year term.
Two primary lease structures were discussed:
Monthly Payments: A preliminary quote from an outside leasing company is approximately $4,330 per month for 60 months. This option is less favorable as it front-loads all interest, removing any incentive for early prepayment.
Annual Payments: A five-year lease with annual payments of approximately forty-five thousand dollars. The first payment would be due in November 2026, after the unit has generated revenue from a full fire season. This is considered the best option.
The company that built the truck, Basin Upfitters, also owns the leasing company offering the favorable price, which is contingent on using their financing.
The favorable purchase price is tied to using the vendor's own leasing company. If the district chooses an outside financer like Zions Bank, the price of the unit may increase by an unknown amount.
Motion to adjourn the meeting First- Olivia Anderson Second- Doug Markham
Notice of Special Accommodations (ADA)
In compliance with the Americans with Disabilities Act, individuals needing special accommodations during this hearing should notify the Dammeron Valley Fire Special Service District Chairman of the Board, Alan Burns, at least three days prior to the hearing.
Notice of Electronic or Telephone Participation
Policy: This shall be known as the Dammeron Valley Fire Special Service District Electronic Board Meeting Policy.
In compliance with Utah State Code 52-4-207
Title 52
Chapter 4
Section 207
Other Information
DVFD is located on the east side of Highway 18, about half way between Mile Markers 17 & 18, the second building after the mail box pods on the North side of the street.
Alan Burns- Board Chair
Pat Johnson- Treasurer
Olivia Anderson- Clerk
Doug Markham- Member
Kim Slight- Member