EMS Central Communications Centre (CCC)

1. EMS Central Communications Centre (CCC) Staffing Analysis – Final Presentation & Deliverables Shuang E Scott Van Bolhuis Derek Hewitt Jenny Morrow

2. Problem Recap

3. Solution Recap

4. Solution Recap Queue length = number of customers waiting for service (=state of system minus number of customers being served) N(t) = number of customers in queueing system at time t (t>=0) Pn(t) = probability that exactly n customers are in queueing system at time t, given number at time 0 s = number of servers in queueing system λn = mean arrival rate (expected number of arrivals per unit time) of new customers when n customers are in the system Чn = mean service rate (expected number of customers completing service per unit time)

5. Solution Recap (cont’d) Performance Measurement and Analysis (ARENA) Variable Demand Schedule Model Optimal Staff Required and Optimal Shifts Evaluator Service Times Based on Call Type Planning Ability

6. Observations-Call Demand Demand may increase over time, however, the percentage of weekly demand in each hour should remain about the same The model uses the percentage of weekly demand per hour to find hourly demand given expected weekly demand

7. Distribution of Service time Service Rates Log Normal M/M/s Queueing Model Displays no Significant Variation Minimum Servers is a Stepwise Function

8. Distribution of Time in System

9. Observations

10. Observations

11. Testing for Correlations

12. Testing for Correlations

13. Testing for Correlations T-test for Significant Differences If value <-2 or >2, the two corresponding days have significantly different arrival patterns. The red cells indicates the days that have similar arrival patterns.

14. Call back Hang Up Evaluators • Process Flow More detailed version in appendices and written report Emergency Arrival Paramedics Notified Queue Evaluators Pro QA Pre Alert Evaluators IFT Arrival Coordination Scheduling Evaluators Helicopter Notified Air Arrival Contact With Ground Coordination Evaluators

15. Station Capacity

16. Building a Model

17. Finding Basic Constraints

18. Determining Threshold and Service Level

19. Determining Threshold and Service Level

20. Model Assumptions Model Assumes 2 Different Days, Weekdays and Weekend Days

21. Minimum Required Servers Weekday Ground Emergency and IFT Calls

22. Minimum Required Servers Weekend Ground Emergency and IFT Calls

23. Model Assumptions

24. Binary Model - Mechanics Simplified model without union constraints

25. Binary Model Constraints

26. Creating Useful Output Added Union Constraints Added Start Times and Breaks into the Model to create a more useful schedule Total Staffing hours per week

27. How to Operate the Model

28. How to Operate the Model Inputs

29. Sample Schedule Output

30. Model – Analysis/Simulation Arena

31. Results of the Simulation

32. Impact on CCC and more

33. Updated Deliverables

34. What you need We will help you install and use these add-ins and applications through our personal demonstration and user’s guide.

35. QUESTIONS?

36. Appendices Process flow 1)     Emergency • We describe in detail what the adjacent diagram represents for 911 calls: • Step 1) Emergency incident occurs, caller calls 911 EPS (EPS primary, AHS secondary)Step 2) Call evaluator verifies location of caller, while location information from TELUS and phone companies is populatedStep 3) Call evaluator prealerts dispatcher and paramedicsStep 4) Conduct ProQA (roughly 45sec) while paramedics are getting readyStep 5) Information populates into CADStep 6) After scenario is confirmed and acuteness identified, paramedics are notifiedStep 7) Time stamp recordedNote: Children stay on the phone for the entire durationRoughly 10% of the time the call evaluator stays on the line to conduct pre-arrival instructions 2)     IFT (Inter-facility transfer) • Step 1) Call or fax from AHS entity or other contracting company • - Fax is pre-booked days in advance, Calls are within hours or the same day • Step 2) Multiple calls can be made and modifications to facility transfer route • -IFT transfer planning is one of the most cognitively demanding positions Notes:-Dispatching for IFT is not linear and static like 911 calls, can be pushed backed and modified-Seven or more radio calls are used for each IFT (inter-facility transfer call), CCC deals with roughly 150 IFT calls per-day-One person is designated for time-stamping and another person is designated for radio receiving. 3)     Air Ambulance • The flight portion of the incoming calls are also a diverse entity. Flight call evaluators have to be fluent in both inter facility transfer coordination as well as emergency because the incoming flight calls could be either. The IFT’s are pre-booked and the info waits in CAD for 3-4 days before the transfer takes place. Flight calls are also much longer than the normal emergency call and can be overly demanding. • Emergency Flight Calls:Step 1) Helicopter takes off within 30min of callStep 2) Many more calls are made to coordinate activities between ground crew, paramedics and critical care teams, multiple events must be coordinatedNotes: -Time of a call may be double, triple or even longer than a regular ground 911 call-Two flight call evaluators, also take regular calls (one dispatcher)-Heavy call demand for time stamping from multiple areas ( STARS etc)