Paramedic Services Feasibility Paramedic Services Feasibility - - PowerPoint PPT Presentation

Paramedic Services Feasibility Paramedic Services Feasibility Studies Project: Studies Project: Presentation to EPSC Presentation to EPSC

February 22, 2007

2

Background Background

• On October 26, 2006, Regional Council received a report prepared

by HealthAnalytics entitled "Evaluation and Recommendations for Capital Planning and Development of the Peel Regional Paramedic Service”

• The report included over 50 recommendations on proposed changes

to Peel’s Paramedic Services division, and the Region’s EMS system as a whole

• At this meeting, Council directed staff to assess the feasibility of the

recommendations contained in the HealthAnalytics report

3

Background Background

• Council also directed that that all stakeholders, including the City of

Brampton, the City of Mississauga and the Town of Caledon Fire and Emergency Services, be included in the consultation process regarding Capital planning and development of the Peel Regional Paramedic Service

4

Executive Sponsor Advisory Committee Sponsor Communication Support Program Manager Response Time Framework PM – TBD Team – TBD Stakeholders - TBD System Oversight and Reporting

PM – TBD Team – TBD Stakeholders - TBD

Hospital Medic Study PM – Consultant TBD Team – Consultant TBD Stakeholders - TBD Deployment and Scheduling PM – TBD Team – TBD Stakeholders - TBD Facilities PM – Alan Tregebov Team – AJ Tregebov Architect Stakeholders - TBD

Stakeholder Group EPSC and Regional Council

Project Structure Project Structure

5

Response Time Framework Response Time Framework

• The HealthAnalytics report recommends system-wide response times for

the Region’s EMS system (including Paramedic Services and local Fire Departments) – For life-threatening emergencies:

• A Region of Peel EMS System unit response time standard of 6:00 minutes at

90% reliability

• An Ambulance response time interval standard of 12:00 minutes at 90% reliability
• A Fire department first response time interval standard of 6:00 minutes at 90%

reliability

6

Response Time Framework Response Time Framework

• For all non-life threatening emergencies, HealthAnalytics recommends a

Region of Peel EMS System and Ambulance unit response time standard of 12:00 (12 minutes, zero seconds)

• The Response Time Framework feasibility study will assess the system-

wide implications of implementing the HealthAnalytics response time recommendations

• The study will also analyze the pro’s and con’s of targeting an overall

response time of 12:00 versus response times less than twelve minutes

7

System Oversight and Reporting System Oversight and Reporting

• The HealthAnalytics’ report indicates:
• that there is no single authority that oversees the Region’s Emergency Medical

Services (EMS) system;

• that there is no standardized method of collecting and reporting EMS system

data – making it virtually impossible to determine whether Regional EMS targets are being met

• This study will assess the feasibility of:
• HealthAnalytics’ recommendations regarding roles and responsibilities for
• verseeing Peel’s EMS system
• Specific recommendations related to data collection and system reporting

8

Deployment and Scheduling Deployment and Scheduling

• The study will analyze and report on HealthAnalytics recommendations for

deployment and staffing

• A “hybrid model” for deploying vehicles and staff based on:
• the use of existing ambulance stations
• collocation or cohabitation at police or fire stations, where appropriate
• limited posting of vehicles at strategically selected intersections (i.e. only

where no other options exist)

• acquiring or developing other sites for ambulance stations, where necessary
• A station-based rather than centralized book-on book-off model
• A deployment strategy and related shift assignments based on a three shift

model

9

Facilities Facilities

• Building on the “hybrid” model, HealthAnalytics specified 29 locations

across the Region in which to locate ambulance stations.

• These locations are a combination of existing EMS stations, Police stations

and Fire Stations

• Alan Tregebov (architect) has been retained to investigate the feasibility of

locating Paramedic staff and vehicles at each of the 29 locations.

• The output of the study will be a multi-year capital plan specifying all

proposed facility locations

• The plan will also indicate how the plan will be phased in as well as interim

locations to address immediate issues

10

Facilities Facilities – – Evaluation Criteria Evaluation Criteria

• Location

Access to Arterial roads Traffic Limitations

• Zoning:

Existing zoning and OP designation Potential for development without variances or rezoning

• Exterior

Staff Parking, Visitor Parking Emergency Vehicle parking potential

11

Facilities Facilities – – Evaluation Criteria Evaluation Criteria

• Interior Facilities – Truck Bays:

Apparatus bays Maintenance/restocking facilities Equipment and Supplies - Storage Cleaning / wash down capacity Telecommunications, warning equipment Building Code compliance review

12

Facilities Facilities – – Evaluation Criteria Evaluation Criteria

• Interior Facilities – Staff areas, Offices

Office area – floor area

• No. of work stations

Telephone, radio communications equipment Kitchen, Lunch room capacity, features Staff Washrooms (no. of fixtures) Staff Shower facilities Lounge, rest area description, capacity Barrier Free description Potential for expansion General physical conditions Life safety Review Building Code compliance review

13

Existing Facilities Identified by HealthAnalytics Existing Facilities Identified by HealthAnalytics

• Of the 29 locations identified in the HealthAnalytics Report, the following are

currently used by Paramedic Service as EMS Stations:

* PRPS has designated space within Fire Stations which are staffed by either volunteer or part time fire fighters ** PRPS has limited use of facility (e.g. washrooms, kitchen, etc.)

28 Ann Street CFD Station 302 Current co-location* 3611 Charleston Sideroad CFD Station 309 Current co-location* 6085 Old Church Road CFD Station 303 Current post location** 91 Sandalwood Pkwy EMS Station 08 Current EMS stand alone station 1900 Boylen Rd. # 1 EMS Station 09 Current EMS stand alone station

14

Additional Locations 2007 Additional Locations 2007-

• 2008

2008

• Of the 29 sites identified by HealthAnalytics, the architect has noted the

following five locations that could potentially come on stream over the next two years

• These facilities require minimal renovation or upgrades
• Intended for short-term (transitional) use
• Further discussions with local Fire Departments are required

6745 Mavis Rd. MFD Station 121 Cohabitation potential 4090 Creditview Rd. MFD Station 112 Cohabitation potential 62 Port St. West MFD Station 104 Cohabitation potential 10530 Creditview Rd. BFD Station 210 Cohabitation potential 9756 The Gore Rd. BFD Station 219 Potential EMS stand-alone station (building requires significant upgrading

15

Potential Locations 2010 Potential Locations 2010-

• 2012

2012

• Of the 29 sites identified by HealthAnalytics, the architect has noted the following

7 locations that could potentially come on stream in 2010-2012

• Assumes that space will become available in existing structure in the future, or

that redevelopment of the site could accommodate EMS facility

15 Fairview Rd W. MFD Stn. 101 Co-location assuming MFD Maintenance Division and Administrative Offices are relocated 1735 Britannia Rd. E. MFD Stn. 109 Co-location assuming MFD training facilities are relocated 6745 Mavis Rd MFD Stn. 121 Co-location – would require redevelopment of property 9756 The Gore Road BFD Stn. 219 EMS Stand-alone - would require redevelopment of property 10530 Creditview BFD Stn. 210 Co-location – would require redevelopment of property 8 Rutherford Rd. S. BFD Stn. 201 Co-location or EMS stand-alone – would require redevelopment of property 657 Queen St. W. BFD Stn. 204 Co-location – would require redevelopment of property

16

Unsuitable Locations Unsuitable Locations

• Of the 29 sites identified by HealthAnalytics, the following 15 sites are considered

to be unsuitable as EMS locations:

1

4595 Glen Erin Dr. MFD - insufficient building and parking space

2 3 4 5 6 7

1578 Finfar Ct. EMS - poor access to arterial roads 3461 Dixie Road Community Police Stn. - 7 days 10AM-8PM, security restrictions 6677 Meadowvale Town Centre Community Police Stn. - mall interior, limited hours, security restrictions 499 Ray Lawson Blvd. Community Police Stn. - 7 days 10AM-8PM, security restrictions 2951 Corvair Dr. Community Police Stn. - 7 days 10AM-8PM, security restrictions 51 Mountainash Rd Community Police Stn. - 7 days 10AM-8PM, security restrictions

Continued…

17

Unsuitable Locations Unsuitable Locations

8 120 Fernforest Dr. New BFD facility - totally occupied 9 3476 Glen Erin Dr. Community Police Stn - limited hours, security restrictions 10 11 12 13 14 15 148 Queen St. E. Community Police Stn - 7 days 10AM-8PM, security restrictions 85 Queen St. E. Community Police Stn - 7 days 10AM-8PM, security restrictions 657 Queen St. W. BFD station scheduled for replacement 4075 Ebenezer Rd. New BFD station – fully occupied 268 Lakeshore Rd. E. Community Police Stn - 7 days 10AM-8PM, security restrictions 1090 Nuvik Ct. MFD station – fully occupied, flood plain restrictions

18

Facilities Facilities – – Next Steps Next Steps

• Where potential facilities have been identified, further discussions with the

local Fire Departments or MOHLTC is required to work through logistics, maintenance and financial issues, etc.

• Where the locations identified by HealthAnalytics are considered to be

unsuitable as EMS stations, Mr. Tregebov will research other buildings and/or sites that have potential to be developed as EMS within a 1 km radius of the locations identified in the HealthAnalytics report.

19

Hospital Medic Study Hospital Medic Study

• HealthAnalytics recommends that Paramedics be deployed in area

hospitals to offload CTAS 3 and 4 patients. The objective is to get vehicles back on the road more quickly

• Staff are in the process of retaining an external consulting firm to conduct

the study

• The feasibility study will assess:
• Program options
• Staffing requirements for a Hospital Medic program at each hospital location
• Space requirements for the program relative to each hospital and determine

whether adequate space is available

• Opportunities for efficiencies within the emergency department – patient

distribution software, triage configurations, etc.

• Options for funding the program

20

Communications Strategy Communications Strategy

• Staff is developing a communications strategy which is intended to identify

appropriate methods of keeping stakeholders and employees informed of progress on the Feasibility Project

• The next steps are:
• To develop an overall communications plan for keeping EMS staff and the

General Public informed of progress on the Feasibility Study (e.g. creation of a dedicated web page, regular targeted emails, etc.)

• To develop a Communications Plan for each of the five studies
• To facilitate input from stakeholders

21

Highlights of February 16 Highlights of February 16th

th Stakeholder

Stakeholder Information Session Information Session

• The following stakeholder groups were invited to attend an information

session, which was held on February 16th

– Paramedic Union (OPSEU) – Peel Paramedic Association (PPA) – Fire Services – Fire Associations – Police Services – Area Hospitals – Base Hospital Program – Emergency Health Branch (MOHLTC) – CACC – LHINs

22

Highlights of February 16 Highlights of February 16th

th Stakeholder

Stakeholder Information Session Information Session

• The information session consisted of a presentation to Stakeholders which

provided an overview of the project scope, schedule and plans moving forward.

• Stakeholders provided valuable insights and feedback. Concerns were

raised that:

– unless the hospital offload delay problem is remedied, the Region’s EMS system will continue to be compromised – the cohabitation model is not feasible and should not be considered as an option – the timeframe for completion of the five feasibility studies (end of Q2, 2007) is not sufficient to conduct a meaningful stakeholder consultation process.

23

Recommendations Recommendations

• That the structure for the HealthAnalytics Report Feasibility Study including five

Feasibility Study projects being:

– Response Time Framework – System Oversight and Reporting – Deployment and Scheduling – Facilities – Hospital Medic Study

• As described in the report of the Commissioner of Corporate Services and Regional

Solicitor entitled Evaluation and Recommendations for Capital Planning and Development of the Peel Regional Paramedic Service - Feasibility Study, dated February 12, 2007 be endorsed;

• And further that notwithstanding resolution 2006-1120, the Special Meeting of

Regional Council to receive the HealthAnalytics Report Feasibility Study be rescheduled to the end of the second quarter 2007 to allow staff sufficient time to conduct the study, including receiving Stakeholder input.