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EMS System Review - State of New Jersey

EMS System Review - State of New Jersey

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<strong>State</strong> <strong>of</strong> <strong>New</strong> <strong>Jersey</strong>, DHSS, O<strong>EMS</strong>Consulting Services: <strong>EMS</strong> <strong>System</strong> <strong>Review</strong>organization identifies existing gaps in training or equipment and to notify the District <strong>of</strong> whichactions should be taken to remedy the situation.MethodologyThe diversity <strong>of</strong> <strong>EMS</strong> constituencies <strong>of</strong>fered many viewpoints and sources <strong>of</strong>information. TriData developed a method to examine each constituency with the priority <strong>of</strong>accurately reporting information.TriData conducted a four phase analysis using: interviews <strong>of</strong> key leaders, 13 focus groups<strong>of</strong> organizational and provider constituents, interviews with NJO<strong>EMS</strong> <strong>of</strong>ficials, and thetriangulation <strong>of</strong> data in order to prepare the draft report.Interviews were conducted using open-ended questioning methods that encouraged therespondent to explain issues in detail. We assured participants that individual names would notbe associated with specific statements. Notes were taken by project team members and used toprovide direction for the focus groups. Focus groups were conducted using a nominal groupprocess technique. All members, regardless <strong>of</strong> rank or provider level, had equal voting rights.Any issues requiring a vote were confidential, even between providers from the sameorganization. 16,17Interviews <strong>of</strong> Key Leaders – In order to achieve buy-in to the process, TriDatadecided to interview key leaders from various <strong>New</strong> <strong>Jersey</strong> <strong>EMS</strong> organizations. Theseorganizations were chosen in consultation and agreement with the <strong>New</strong> <strong>Jersey</strong> Office <strong>of</strong> <strong>EMS</strong>.Key leaders were selected from organizations that included government regulators, volunteerproviders, physicians, commercial <strong>EMS</strong> agencies, fire service <strong>of</strong>ficials, air medical providers,nurses, administrators, and commercial providers (Appendix D).All interviews were conducted at the <strong>New</strong> <strong>Jersey</strong> Office <strong>of</strong> <strong>EMS</strong> in Trenton, NJ with theexception <strong>of</strong> one that was conducted by telephone. The interviews were conducted by the projectmanager and senior consultants. Most interviews were witnessed by the state O<strong>EMS</strong> projectmanager. Leaders who were interviewed were asked to comment on the strengths andweaknesses <strong>of</strong> the <strong>EMS</strong> system, what they expect from the study, and what should occur t<strong>of</strong>acilitate change.16 Mycoted. (2006). Improved Group Process Techniques. Retrieved from:http://www.mycoted.com/Improved_Nominal_Group_Technique, p. 1.17 Sample, J.A. (1984). Nominal Group Technique: An alternative to Brainstorming. Journal <strong>of</strong> Extension, 22(2), 1-3.TriData, a Division <strong>of</strong> 12September 2007<strong>System</strong> Planning Corporation

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