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DocuSign Envelope ID:8F4640AF-9AC1-4D50-AABB-3D796391 BEAE <br /> October 15, 2021 Orange County, North Carolina <br /> EMS System Analysis <br /> RFP No. 367-005329 <br /> SECTION 4: PROJECT METHODOLOGY AND SCHEDULE <br /> A description of the proposed methodology. Project schedule with tasks, timeline, and estimated <br /> amount of time that would be spent on the project. Firm's proposal shall include, in narrative, outline <br /> and/or graph form the Consultant's approach to accomplishing the tasks outlined in the Scope of <br /> Services section of this RFP. <br /> Our focus in terms of this project's methodology and schedule will be reflective of the project's requested <br /> Tasks/Deliverables, Scope of Services, and objectives. Both Phase 1 and Phase 2 of this project will <br /> conclude with the delivery of a final report that is drafted either as a combined document, or separately to <br /> the County's preference.The County's(EMS)2011 Comprehensive EMS System Study and 2014 Strategic <br /> Plan will also be considered and initial baseline reference documents throughout this project. <br /> ,prehensive EMS System Study Revile% <br /> (Re:2012 August 30. Comprehensive Assessment of Emergency Medical Services&911/Communications <br /> Center Operations Study. Draft Report.) <br /> Specific to this report, it is interesting to see some of the challenges (and coinciding recommendations) <br /> provided for the EMS Division. Three primary concerns outlined in the report focus attention on the <br /> availability of ambulances, response times, and EMS facilities. In comparison to its outlined data, the <br /> Division has seen an increase in call volumes by approximately 40% (15,000 calls up from over 10,700 <br /> calls) but has not experienced a total available unit increase reflective of that change. While it does seem <br /> that the Division has shifted its staffing hours (shifts) from a combination of 24-hour and 12-hour <br /> assignments to solely 12-hour assignments, it will be interesting to gain further insight respective to the full <br /> impact of these findings. Peak call times were addressed in the report, along with recommendations for <br /> changing shift assignments, so a follow-up assessment related to how a decade's passing has led to any <br /> changes will also be of interest in this new analysis. <br /> Of additional notation in this report are remarks related to a seemingly contentious working relationship <br /> between EMS and fire crews, as the report quotes that a negative sentiment exists respective to shared <br /> resource locations. The report quotes a statement that "I could never get along" if housed in the same <br /> station (page 43). Coinciding with a key recommendation related to EMS facilities and the dedication of <br /> future funding to secure properties to obtain adequate crew quarters, it will also be interesting to see the <br /> progress of this recommendation — along with how the Division/County is addressing its outlined (prior) <br /> coverage challenges and the need for unit move-ups due to depleted resources (which occurred over 2300 <br /> times in 2011). <br /> Combined with staffing and data challenges in the County's dispatch/communications center, our firm fully <br /> respects that these are all findings from the past(and hopefully resolved), and that the focus of this project <br /> is on the Division's new future — as these findings are now a decade old. Nevertheless, this new EMS <br /> System Analysis will outline any continued findings if they remain in existence. <br /> (Re: 2015 September 21. Orange County Emergency Services Strategic Plan. Revision 1.1.) <br /> Three primary goals are outlined in this document for the EMS Division: building capabilities to support <br /> efficient, effective, and excellent care; develop programs to address the wide range of community <br /> healthcare needs; and deploy highly educated, well-trained personnel. Considering the background of our <br /> subject matter expert team for this project, we feel that we (PCG) are poised strongly to help keep your <br /> EMS Division on track to accomplish/sustain each of these goals. Outlined below in our Tasks/Deliverables <br /> subsection and prior in our Relevant Experience section, we are able to bring a comprehensive scope of <br /> experience to this project with respect to quality assurance/improvement, community risk <br /> reduction/community paramedicine, and training program development. <br /> Public Consulting Group LLC Page 11 <br />