Ambulance And Medical Transportation

Today’s challenges to provide publicly accountable cost-efficient levels of ambulance and medical transportation services that will satisfy the public’s needs and expectations, and those of health care institutions, are unprecedented. IBI Group provides government and public sector organizations with a comprehensive range of professional consulting services related to the modernization of public sector service delivery within the transport medicine field.

Representative Projects

Ambulance Station Locations and Deployment Strategies

IBI Group was engaged by Frontenac County to conduct a strategic review of alternative ambulance station locations within the City of Kingston. The study investigated: ambulance call volume and land development growth trends and their potential implications on the City’s requirements for EMS coverage; alternative station locations; and the potential to adapt the ambulance service deployment model from a “stand-alone” station approach to that of a report-to-work “Super-Base” concept.

Alternative Medical Transportation

Health care facilities within the David Thompson Health Region in Alberta generate approximately 10,000 patient transfers annually. The majority of these patients are transported by ambulance at an average cost of $600 per transfer. IBI Group carried out an assessment involving consultations with local health care professionals that led to the development of an innovative patient transport strategy for the Health Region. The strategy recommends: establishment of a stable patient transportation system to augment the use of ambulances; introduction of a patient transport decision algorithm based on medical condition and care needs; and the establishment of a centralized call-taking centre to serve as the coordinating entity.

Long Term Strategic Planning For Ambulance Services

IBI Group was retained by the Halton Region to develop a plan that would set out the immediate and 10-year emergency medical service needs of the Region and its constituent municipalities, and a priority sequence for implementation. The assignment included a comprehensive review of call volume trends, response time performance, factors contributing to EMS pressures (e.g., population growth), alternative station locations, resource needs, alternative deployment strategies, and costs.

Dispatch and Communications

The provincially operated ambulance dispatch centre based in the City of Hamilton serves a catchment of 7,000 sq.km. and 1.1 million persons, and responds to 185,000 calls annually. In response to municipal concerns, the Ontario Ministry of Health and Long-Term Care ( MOHLTC) retained IBI Group to investigate the management and operation of the Centre and to recommend improvements. The review examined: accountability and administrative structure; management and communicator staffing, skills competencies and training; operating policies and procedures; quality oversight and assurance procedures; workload; remuneration; recruitment and retention; and IT and communications systems support.

Public Policy Formulation

Ontario health care facilities generate approximately 300,000 patient transfers annually – some by taxi, some by private medical transportation services and many by ambulance. Transfer costs vary by mode and those by ambulance can exceed $600 per transfer. On behalf of the Association of Municipalities of Ontario (AMO) and the MOHLTC, IBI Group undertook a province-wide study to improve inter-facility patient transfer arrangements. The study reviewed provincial legislation pertaining to patient transportation; assembled information on patient transport volumes and costs; surveyed over 300 individuals representing a cross - section of Ontario health care stakeholders; examined patient transfer practices in other jurisdictions; and investigated alternative public policy and funding options.

Governance and Administration

IBI Group was engaged by the City of Hamilton to investigate the feasibility and potential benefits for amalgamating the City’s fire and land ambulance departments. The study examined alternative models ranging from common management oversight to full integration at the front line (i.e., cross-training of Fire and EMS personnel). At IBI Group’s recommendation, the City adopted a model wherein EMS and Fire have been integrated into a single Emergency Services department. They co-locate within common stations and share administrative and support services such as record keeping, financial, and the procurement of equipment and supplies. The two services continue to operate separately at the front line.

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