February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICES

Transcription

1 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICES

2 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICES

3 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICES SERVICE INFORMATION: 1 Head Office 13 stations 14 Deputy Superintendents 4 Superintendents 1 Training Superintendent 58 Advanced Care Paramedics(ACP s) (includes Full time and part time) 151 Primary Care Paramedics (PCP s) )(includes Full time and part time)

4 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMREGENCY MEDICAL SERVICES AMBULANCE STATIONS

5 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICES ORGANIZATIONAL CHART MIDDLESEX COUNTY COUNCIL LAND AMBULANCE AUTHORITY MANAGEMENT OVERSIGHT COMMITTEE CHIEF EMS (Neal Roberts) EXECUTIVE ASSISTANT to the CHIEF and SENIOR MANAGEMENT TEAM (Brenda Sefeldas) DEPUTY CHIEF OPERATIONS (Stephen Van Valkenburg) DEPUTY CHIEF PROFESSIONAL STANDARDS (Al Hunt) MANAGER ADMINISTRATION (Gavin Giles) FOUR OPERATION SUPERINTENDENTS SUPERINTENDENT OF EDUCATION (Jay Loosley) ADMINISTRATIVE ASSISTANT EMS OPERATIONS (Lee Ann Haan) 14 DEPUTY SUPERINTENDENTS PARAMEDIC STAFF 151 Primary Care Paramedics Full and Part Time 58 Advanced Care Paramedics Full and Part Time

6 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICE CHIEF NEAL ROBERTS Current Director of Emergency Services. 29 years of EMS management experience. Has held several progressive positions within the EMS system over the years. Vice President of Association of Municipal Emergency Medical Services Organization i (AMEMSO). Association of Municipal Emergency Medical Services Organization representative on the provincial Medical Advisory Committee and Ontario Base Hospital Advisory Group.

7 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICE DEPUTY CHIEF OPERATIONS STEPHEN VAN VALKENBURG Stephen has been involved with Emergency Medical Services since 1981 with experience in: Forest and District Ambulance Service and Lambton Middlesex Ambulance Service Ambulance Communications: Ambulance Communications Officer at London CACC from Supervisor at Wallaceburg CACC from Transition Co ordinator for County of Lambton and managed the downloading of ambulance to a municipal direct delivery model in 2000, becoming the Manager of Lambton EMS from Niagara EMS spent the past 4 years as Deputy Chief of Operations for both the Paramedic and Communication divisions. During his tenure with Niagara EMS Stephen oversaw approximately 300 staff with an annual operating budget of $36 million dollars.

8 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICE DEPUTY CHIEF PROFESSIONAL STANDARDS AL HUNT Graduate of the Ambulance & Emergency Care Program at Niagara College in Began working in London with Thames Valley Ambulance and has continued working as a paramedic in the City of London for the last 25 years. Dispatcher with London CACC from First graduating class of Advanced d Care Paramedics that were introduced dto London in In 2000, joined the management team of Thames Emergency Medical Services as a Duty Manager for the City of London and the County of Middlesex and has held the portfolios of Purchasing / Inventory as well as Human Resources and Quality Assurance. Most recently, Al completed his Bachelor of Applied Business in Emergency Services Management in October of 2011.

9 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICE MANAGER OF ADMINISTRATION GAVIN GILES Gavin comes to us from the South West Local Health Integration Network (LHIN) where he helped lead a variety of large scale, multi phase, initiatives building partnerships between primary care, community care and acute care. Gavin has experience developing and continuously improving strategic plans, managing human resources, planning and implementing project portfolios, managing operational budgets and redesigning processes that enable operational teams to operate more effectively and efficiently. i Gavin has worked with many stakeholders across the healthcare system and developed partnerships at the local, regional, provincial and national levels with industry, academia, and healthcare institutions through hhis work with iththe South thwest tlhin, Canada Health lthinfoway, and the University of Western Ontario

10 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICE SUPERINTENDENT OF EDUCATION JAY LOOSLEY Jay graduated from Conestoga College in 2001 with a Diploma in Nursing and worked as a RN for 8 years at University Hospital. While working as a RN, Jay graduated dfrom the Paramedic program at Fanshawe College in Jay graduated from the Advanced Care Paramedic program in Jay was in a part time professor position at Fanshawe College in 2009 and started working with the Resuscitation Outcome Consortium based in Ottawa at the same time. Jay continues to teach First aid and CPR, which he has been doing for the past 16 years.

11 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON EMERGENCY MEDICAL SERVICE EXECUTIVE ASSISTANT BRENDA SEFELDAS Brenda Sefeldas is the Executive Assistant, providing assistance to the Chief and Senior Management team. Brenda s diverse roles as an Executive Assistant to CEO s, National Partners, Academic Deans and Senior Management will be an asset in her role. Brenda has experience in the following sectors : Corporate and Public Accounting sectors both in London and in Toronto Healthcare University and Secondary educational sectors Labour RelationsConsulting

12 February 7, of 24 3b - CC Visioning MIDDLESEX LONDON E MERGENCY MEDICAL SERVICE ADMINISTRATIVE ASSISTANT OPERATIONS LEE ANN HAAN After graduating from the Office Administration program at Fanshawe College, Lee Ann worked with London Life. After London Life, Lee Ann worked with Columbia Sportswear Canada for 14 and a half years, working in reception and then moving to the position of Administrative Assistant to the Vice President. Since 2009 Lee Ann has worked with Thames Emergency Medical Services as an Administrative Assistant and was instrumental in creating efficiencies and streamlining administrative procedures within the system.

13 February 7, of 24 3b - CC Visioning CHALLENGES FACED: LESSONS AND CHALLENGES LEARNED DURING TRANSITION & SOLUTIONS ACHIEVED Accreditation of staff: Process and timelines e.g. Ci Criminal i lrecord dcheck Time consuming Cost The Team overcame these challenges by creating a system which assisted both staff and management to ensure the most efficient use to personnel time and financial resources. Reporting areas were set up with both London OPP and London City Police to have checks completed and invoiced directly to the service.

14 February 7, of 24 3b - CC Visioning LESSONS AND CHALLENGES LEARNED DURING TRANSITION & SOLUTIONS ACHIEVED FACILITIES: Condition of stations Required remediation Current state of the office space Proper space for team No office space

15 February 7, of 24 3b - CC Visioning LESSONS AND CHALLENGES LEARNED DURING TRANSITION & SOLUTIONS ACHIEVED CHALLENGES FACED : Relationships during transition across all stakeholders, hospitals Transition team limited it power and ability to control system during transition Private Contractor VS Municipally Operated Services Technology is outpacing current service infrastructure which has presented challenges in the following areas, some of which have been addressed and actioned by Council: Inventory control systems Approval and implementation of the electronic patient care reporting system

16 February 7, of 24 3b - CC Visioning LESSONS AND CHALLENGES LEARNED DURING TRANSITION & SOLUTIONS ACHIEVED BUDGET TRANSITION: Municipal budget targets Provincial funding uncertainty BUDGET PRESSURES: Increase in demand and cost for services versus low budget targets EMS service pressures Challenges with budget targets

17 February 7, of 24 3b - CC Visioning LESSONS AND CHALLENGES LEARNED DURING TRANSITION & SOLUTIONS ACHIEVED LEARNING CURVE: Challenge and a benefit BENEFIT: Working with County resources: IT Treasurer CAO and Council support Relates to Transition Team: Benefit that the best system is in place but still a challenge Not running at the standard expected, change the culture and the attitude

18 February 7, of 24 3b - CC Visioning STRATEGIC GOAL 1 SHORT AND LONG TERM STRATEGIC DEVELOPMENT: Short term 9 month plan for 2012 Succession planning Long term 1 to 5 year

19 February 7, of 24 3b - CC Visioning STRATEGIC GOAL 2 TOTAL SERVICE OPERATIONAL/ADMINISTRATIVE REVIEW: Review ambulance call data to ensure maximum efficiencies in : Human resourcing and staffing Facility and ambulance placement for response and coverage Review asset and supply management Relationship strengthening through continued communication with other Emergency Services and Health Care providers to ensure a cohesive response to residents Relationship strengthening with Council through the Authority to ensure efficient and transparentservice service delivery to both the taxpayers of MIDDLESEX LONDON. LONDON

20 February 7, of 24 3b - CC Visioning STRATEGIC GOAL 3 Develop and submit new legislative response time plan (Oct. 2012)

21 February 7, of 24 3b - CC Visioning STRATEGIC GOAL 4 Budget stabilization and strategic plan For the next 5 years

22 February 7, of 24 3b - CC Visioning STRATEGIC GOAL 5 CREATION OF A COUNCIL REPORT CARD: Report card on transition Report post ambulance service review Determine/demonstrate type and nature of reports for Council Report every quarter

23 February 7, of 24 3b - CC Visioning Questions?

24 February 7, of 24 3b - CC Visioning Thank You