DOCSLIB.ORG

East Boston EMS Coverage Supersedes: 01-26-97 Effective: 04-12-04

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
East Boston EMS Coverage Supersedes: 01-26-97 Effective: 04-12-04 East Boston EMS Coverage Supersedes: 01-26-97 Effective: 04-12-04 The fact that the neighborhood of East Boston is physically separated from Boston proper poses some unique challenges to Boston EMS in our effort to provide the highest level of prehospital care for all residents and visitors of our city. 1. Keeping in mind the relative limited accessibility of East Boston, the Dispatch Operations Supervisor (or above) may authorize Ambulance 7, the primary BLS unit normally assigned to East Boston, to be reposted to the “Boston Side” to enhance system wide coverage. Given the ongoing construction and associated traffic pattern reconfigurations associated with the Central Artery and Tunnel (“Big Dig”) project, developing a standard set of conditions to guide this decision is impractical. Like all other unit deployment decisions, factors such as call volume, unit availability, and access / egress options should be taken into account. 1.1. After clearing a response or other assignment on the “Boston side”, Ambulance 7 may be used for a response on the Boston side without prior supervisor approval if their response time to the scene would be less than another BLS unit. 2. Whenever Ambulance 7 is unavailable for a response, another BLS unit should be reposted for East Boston coverage whenever possible. 2.1. Ambulance 8, the designated zone impact unit for Haymarket Square / East Boston, should normally repost to the East Boston side of the Callahan Tunnel unless they are unavailable or otherwise re-posted (e.g.: Charlestown 23:00---01:45). 2.2. When both A7 and A8 are unavailable, an available “extra” BLS unit (A-30, A-31 if in service) should be reposted to the East Boston side of the Callahan tunnel for East Boston coverage. 2.3. When Ambulance 7 and Ambulance 8 are unavailable and there is no “extra” BLS unit available to repost (or their ETA is extended), Ambulance 1 or Ambulance 6 should be reposted to a location near the entrance to a harbor tunnel, which will afford them relatively quick access to East Boston. 2.4. When other downtown units are unavailable, Ambulance 15 (Ambulance 8 during the hours of 23:00-01:45) or another available unit should be reposted to the downtown area to provide coverage. 2.5. If there are no Boston EMS units available for Haymarket/East Boston/Charlestown coverage, private ambulance services should be contacted to check their availability to provide back- up service. A7 A8 Eastie (A30 Eastie) A1 / A6 Tunnel Access A15 Haymarket Sq Poll Privates West Zone EMS Coverage Supersedes: 07-11-99 Effective: 10-31-14 The neighborhoods of West Roxbury, Hyde Park, Readville and Roslindale (“West Zone”) pose unique challenges to Boston EMS in our effort to provide the highest level of prehospital care for all residents and visitors to our city. The large geographical area results in longer travel time to both the scene of the emergency and to the receiving hospital which, in turn, leads to longer “cycle time” and decreases unit availability to respond to other incidents. 1. When clear and available, Ambulance Five will be posted at Holy Name Circle (the intersection of Centre Street and West Roxbury Parkway). 1.1. Ambulance Five may return to the Faulkner Hospital for shift change fifteen minutes before the end of each shift. 1.2. On-coming crews should repost to Holy Name Circle as expeditiously as possible. .
Load more

Recommended publications
  • Big Dig Benefit: a Quicker Downtown Trip Turnpike Authority Report Cites Business Gain
    Big Dig benefit: A quicker downtown trip Turnpike Authority report cites business gain By Mac Daniel February 15, 2006 The $14.6-billion Big Dig project has cut the average trip through the center of Boston from 19.5 minutes to 2.8 minutes and has increased by 800,000 the number of people in Eastern Massachusetts who can now get to Logan International Airport in 40 minutes or less, according to a report that is scheduled to be released today. The report is the first to analyze and link the drive- time benefits of the project to its economic impact since the Big Dig built its final onramp last month. The report relies on data obtained since milestones were completed in 2003, such as opening of the Ted Williams Tunnel to all traffic and opening of the northbound and southbound Interstate 93 tunnels. Officials at the Massachusetts Turnpike Authority, which manages the project, released the executive summary portion of the report to the Globe yesterday. The improved drive times are projected to result in savings of $167 million annually: $24 million in vehicle operating costs and $143 million in time. The report estimates that the Big Dig will generate $7 billion in private investment and will create tens of the thousands of jobs in the South Boston waterfront area and along the I-93 corridor. The report was authored by the Economic Development Research Group, Inc., a Boston-based consulting firm, at the behest of the Massachusetts Turnpike Authority, which paid about $100,000 for the research, much of which was gathered from agencies such as the Boston Redevelopment Authority and the Boston Metropolitan Planning Organization, officials said.
    [Show full text]
  • A Big Dig Cost Recovery Referral: Paving Mismanagement by Bechtel/Parsons Brinckerhoff
    Office of the Inspector General Commonwealth of Massachusetts Gregory W. Sullivan Inspector General A Big Dig Cost Recovery Referral: Paving Mismanagement by Bechtel/Parsons Brinckerhoff January 2005 January 2005 Dear Chairman Amorello: I am forwarding for your review the most recent findings from my Office’s continuing review of potential Big Dig cost recovery cases. These findings refer to poor contract redesign and construction management on the part of the joint venture of Bechtel/Parsons Brinckerhoff (B/PB). Specifically, my Office found that B/PB failed to properly manage the paving of the East Boston roadway. A number of issues point to B/PB mismanagement that include: • B/PB approved and designed seven years of a quick fixes instead of a permanent roadway replacement; • B/PB’s design failed to account for manhole frames and covers in the roadway; and • B/PB paid a section design consultant for work that knowingly would never be used. As a result of B/PB’s mismanagement, taxpayers have paid approximately $7 million for seven years of quick fixes and the eventual permanent pavement replacement. This is particularly troubling because paving occurs regularly in construction projects not only in the Commonwealth but also across the country. Yet, it took B/PB over seven years to permanently repair the East Boston roadway. I recommend that this matter be referred to the Turnpike Authority’s cost recovery team. My staff is available to assist you in any continuing examination of this or any other issue. Thank you. Sincerely, Gregory W. Sullivan Inspector General This page intentionally left blank.
    [Show full text]
  • Boston's Economy 2019 the Boston Planning & Development Agency
    Boston's Economy 2019 The Boston Planning & Development Agency We strive to understand the current environment of the city to produce quality research and targeted information that will inform and benefit the residents and businesses of Boston. Our Division conducts research on Boston’s economy, population, and commercial markets for all departments of the BPDA, the City of Boston, and related organizations. The information provided in this report is the best available at the time of its publication. All or partial use of this report must be cited. Author: Boston Planning & Development Agency, Research Division. Date: September 2019. Cover Photo: Boston University by Above Summit. Information: Pease visit bostonplans.org/research-publications for more information. Requests: Please contact us at bostonplans.org/research-inquiries with additional questions. Research Division Director Senior Economist Research Managers Interns Alvaro Lima Matthew Resseger Kelly McGee Ahsim Shaaban Kayla Myros Dilara Sisman Deputy Director Senior Demographer Patrick Titterton Jonathan Lee Phillip Granberry Research Assistants Elizabeth Trauger Jing Chen Senior Research Associate Research Associate Avanti Krovi Christina Kim Kevin Kang Emily Korest Visit our website Follow us on Twitter BostonPlans.org twitter.com/BostonPlans Brian P. Golden, Director Contents Summary of Recent Trends in Boston's Economy ............................................................................... 5 Economic Growth ...........................................................................................................................................
    [Show full text]
  • Civic Leadership and the Big Dig…………………………………………………………...1
    CCCIVICIVICIVIC LLLEADERSHIP ANDANDAND THETHETHE BBBIGIGIG DDDIGIGIG BBBYYY DDDAVAVIDIDAVID LLLUBEUBERROFFOFFUBEROFF WWWORORKIKINGORKINGNG PPPAPERAPERAPER 111111 MMMAYAYAY 3 3,3,, 200420 200404 RRRAPPAPORT IIINSTITUTE FOR GGGREREAATTEERREATERR BBBOSTOOSTOOSTONOSTONNN TTTAUBMAUBMANANAUBMAN CCCENTER FOR SSSTATE AND LLLOCAL GGGOVERNMENT JJJOHOHNOHNN FFF. KKKEENNENNEDDYYENNEDY SSSCHOOL OF GGGOVERNMENT HHHARARVVARARDDARVARD UUUNIVERSITY RRRAPPAPORT I NSTITUTE F OR GGGREATERREATERREATER B OSTONOSTONOSTON The Rappaport Institute for Greater Boston, based at Harvard University’s John F. Kennedy School of Govern- ment, works to improve the policy and governance in the Greater Boston area by contributing useful and aca- demically rigorous research to inform policy debates, engaging students in public service, strengthening net- works of academics and practitioners involved in public policy work, promoting dialogue on policy matters in forums and on the web, and providing training for municipal officials in the Greater Boston area. Contact the Rappaport Institute at: Rappaport Institute for Greater Boston John F. Kennedy School of Government 79 John F. Kennedy Street Cambridge, Massachusetts 02138 Telephone: (617) 495-5091 Fax:( 617) 496-1722 Email: [email protected] Web: www.ksg.harvard.edu/rappaport TTTAUBMANAUBMANAUBMAN C ENTERENTERENTER F OR SSSTATE AND LLLOCAL GGGOVERNMENT The Taubman Center for State and Local Government and its affiliated institutes and programs are the Kennedy School of Government's focal point for activities
    [Show full text]
  • Tunnel of Terror at Approximately 11 P.M
    National Aeronautics and Space Administration Admiation JUNE 2008 Volume 2 Issue 5 Tunnel of Terror At approximately 11 p.m. on July 10, 2006, I-90 east- bound traffic was winding its way toward Logan Airport via the Ted Williams Tunnel in Boston, MA when a mas- sive section of the connector tunnel roof collapsed. As their anchor bolts ripped loose from the ceiling, about 24,000 lbs of suspended concrete panels crashed onto a car below, killing 38-year-old Milena Del Valle and in- juring her husband, Angel Del Valle (Figure 1). This tragic event was only the latest in a series of mishaps in- volving the most expensive road construction project in US history, referred to as “The Big Dig.” While lawsuits and litigation continue to this date, settlements have to- taled over $400 million and have resulted in six indict- ments. Repairs cost $54 million in the first year. Figure 1: The passenger seat was completely crushed by the fallen concrete panels. BACKGROUND he stretch of highway where the 2006 failure oc- tion gel, and Modern Continental Construction Company curred is referred to as the D Street portal, an ele- (MCC), the firm actually performing the construction. Tment within the Interstate 90 (I-90) connector tun- The Big Dig project achieved national recognition as the nel project, a part of the Central Artery/Tunnel (CA/T) most expensive roadway project in US history ($15 Bil- Project, known colloquially as the “Big Dig.” The D lion), subject to schedule delays, cost overruns, supplier Street portal is at the end of the I-90 connector tunnel, issues, potential fraud, hundreds of leaks, as well as con- opposite to the entrance to the Ted Williams Tunnel, tinuous political conflict between MTA Chairman Antho- which runs under the Boston Harbor to Logan Interna- ny Amorello and Massachusetts Governor Mitt Romney.
    [Show full text]
  • Hyde Park Bulletin, 02/22/2018 Experience in UNIX/Linux Brookline, MA
    The Hyde Park Bul letin Vo lume 17, Issue 8 February 22, 2018 Community members Channing School celebrates express anger with Martin Luther King Jr. proposed housing Community members said Hyde Park is becoming over developed and met to discuss ways to stop it. PHOTO BY A RIANE KOMYATI Boston Mayor Marty Walsh joined dozens of students on Feb. 15 at the Channing School in Hyde Park to Ariane Komyati “Gentrification displacement celebrate the legacy of Dr. Martin Luther King Jr. Walsh, along with Boston Public School Superinten- Staff Reporter can cause homelessness, dent Thomas Chang and School Communications Chief Robbie Consalvo also joined in. “This morning homelessness can cause sub- at the Channing School in Hyde Park, students shared their message of peace, honoring Dr. Martin A community meeting, stance abuse and substance Luther King Jr.,” Walsh said of the event. “What a message we need to hear at this time. Thank you to our “New Hope for Hyde Park,” abuse can cause students and teachers for your hard work to make this celebration possible.” was held at New Hope Baptist homelessness,” he explained. COURTESY PHOTO Church on Feb. 13. King brought up the subject The meeting was led by of a proposed 350-plus unit Michael Gerard King, President project in Hyde Park that was of the Hyde Park Historical So- discussed at another commu- Reservation Road Park Renovation ciety, Pastor Kenneth Simms, nity meeting. He described it as and State Rep. Angelo Scaccia. the “Manhattanization” of meeting No. 2 draws mainly skateboarders The agenda included com- Hyde Park.
    [Show full text]
  • The "Big Dig" of Boston, Massachusetts: Lessons to Learn
    The "Big Dig" of Boston, Massachusetts: Lessons to Learn Western Hemisphere Project 1 SUMMARY Western Hemisphere Project 2 ENVIRONMENT ECONOMY EQUITY Western Hemisphere Project 3 BENEFITS OF PROJECT ENORMOUS A) Avoid gridlock B) Improve environmental quality C) Allow growth of downtown economy D) Enormous short-term construction benefits Western Hemisphere Project 4 DELAY IMPOSES SERIOUS CONSEQUENCES A) Postponement of benefits B) Inflation drives up construction cost C) Delay leads to scope changes that may be costly Western Hemisphere Project 5 TRANSITIONS Transitions, both political and through disciplinary "cultures" of planning, design, construction, are difficult to manage Western Hemisphere Project 6 ADEQUATE PUBLIC OVERSIGHT ESSENTIAL TO SUCCESS Western Hemisphere Project 7 CHALLENGES AND OPPORTUNITIES AHEAD A. Boston Metropolitan Area • Operations and maintenance • Transit • Surface land over Artery • Smart growth Western Hemisphere Project 8 CHALLENGES AND OPPORTUNITIES AHEAD B. National • Re-development of old infrastructure (not petrified wood) • Maintenance of healthy city during construction • Stable dedicated Federal funding • Need for integrated environmental and construction oversight C. Talent and competency in engineering/public policy interface <1950s ethnic joke> Western Hemisphere Project 9 INTRODUCTION: The Central Artery/Tunnel (CA/T) is Like an Escher Print. I. A framework to consider large projects II. "Pre-History": 1948-1959; 1959-1970 III. Project conceptualization; Environmental analysis: 1970-1990 “Doing the right job” IV. Construction period history, 1991-2002 “Doing the job right” V. Key questions VI. Challenges and opportunities ahead, Boston and national significance Western Hemisphere Project 10 The Central Artery/Tunnel (CA/T) is Like an Escher Print 1) The biggest highway project in the U.S.
    [Show full text]
  • How a South Boston Real Estate Fight Could Delay New MBTA Red Line Cars
    Metro How a South Boston real estate fight could delay new MBTA Red Line cars BARRY CHIN/GLOBE STAFF/FILE The MBTA’s Track 61, the preferred site for testing new Red Line cars, runs from the T’s South Boston maintenance shop along the South Boston Bypass Road (above). By Adam Vaccaro GLOBE STAFF JULY 02, 2018 Tucked behind the Boston Convention & Exhibition Center is one of the last untouched empty lots in the bustling Seaport District, a narrow scrub of land lined by a rail spur that hasn’t seen a freight train in years. The rust-orange stretch of rails and ties is known as Track 61. And it will carry the hopes of long-suffering subway riders when the Massachusetts Bay Transportation Authority next year begins testing hundreds of new Red Line cars over it. Unless, that is, the owners of the iconic No Name Restaurant get in the way. The Contos family, best known for serving fried seafood along the South Boston Waterfront for generations, also owns one of the two lots where the Red Line tests would end, and the family has sued the MBTA to block the effort. The family says the project will interfere with its plan to build apartments on the overgrown lot, which has sometimes been used by neighbors as a makeshift dog park. The lawsuit stands out from the typical real estate fight in Massachusetts Land Court because it could delay one of the T’s most urgent improvements to a line that serves a quarter-million passengers a day.
    [Show full text]
  • Big Dig $458.2 Million Global Agreement the Following Is An
    Big Dig $458.2 Million Global Agreement The following is an overview of the agreement between the United States, the Commonwealth of Massachusetts, the United States, Bechtel/Parsons Brinckerhoff, and certain other contractors, announced on January 23, 2008. • Global resolution of criminal and civil claims. The agreement resolves all pending criminal and civil claims by the federal government and the Commonwealth involving Bechtel, PB, and the SDCs, including potential charges relating to the July 10, 2006 ceiling collapse, defects in slurry wall construction, use of out-of-specification concrete by certain contractors, failure to disclose financial information, and various cost recovery matters for deficient work. o The agreement does not release Bechtel, PB or the SDCs from liability for potential future problems that are not related to specific pending claims (i.e., discovery of a new problem with the Zakim Bridge). o The Commonwealth will dismiss pending lawsuits against these defendants. o The Commonwealth agrees not to seek debarment of Bechtel and PB based on the covered conduct. • Total payment of $458.2 million. Bechtel, Parsons Brinckerhoff (PB), and 24 Section Design Consultants (SDCs) agree to pay a total of $458.2 million, including interest. A full breakdown of payments and where the funds will go is attached. • Funds for Big Dig repair and maintenance. $414.9 million of the funds will be placed into a new state Central Artery/Tunnel Project Repair and Maintenance Trust Fund to provide for future non- routine repairs and maintenance of the Project. Another $17 million will be placed in the state’s Central Artery and Statewide Road and Bridge Infrastructure Fund to be used for Big Dig or other road and bridge purposes throughout the Commonwealth.
    [Show full text]
  • A Big Dig Cost Recovery Referral: Poor Contract Oversight by Bechtel
    Office of the Inspector General Commonwealth of Massachusetts Gregory W. Sullivan Inspector General A Big Dig Cost Recovery Referral: Poor Contract Oversight by Bechtel/Parsons Brinckerhoff May Have Led to Cost Increases February 2004 Publication No. CR1039-70-25-IGO, approved by Philmore Anderson III, State Purchasing Agent. Printed on recycled paper. Executive Summary Since the mid-1990's, the Office of the Inspector General (the Office) has been investigating the cost recovery efforts of the Central Artery/Tunnel (CA/T) Project. "Cost recovery" is the process by which "public and private owners file claims against design and construction management professionals for the costs claimed to be attributable to errors, omissions, or other "deficient" or unsatisfactory performance ("cost recovery claims").1 This report is the latest in a series of cost recovery related reports that this Office has released since 1998. This Office issued a highly critical report of the CA/T Project's cost recovery efforts in December 2000.2 This report identified for the first time that no cost recovery had been pursued against Bechtel/Parsons Brinckerhoff (B/PB) and that the cost recovery program had, at the time, collected only $30,000 from over $83 million in claims that had been referred for cost recovery review. The recent design firm cost settlement for $3.5 million represents significant progress for the Massachusetts Turnpike Authority’s (MTA) cost recovery efforts. This Office strongly believes that the MTA should continue to pursue cost recovery against B/PB. This Office believes that work released previously by this Office concerning B/PB management practices may assist the MTA’s efforts.
    [Show full text]
  • The Big Dig Project in Boston, Is the Widest Cable-Stayed Bridge in the World
    STORY | ASK MAGAZINE | 47 Title BY Intro Learning from a Mega Project BY VirGinia Greiman Photo Credit: Rick Berk The Leonard P. Zakim Bunker Hill Bridge, part of the Big Dig project in Boston, is the widest cable-stayed bridge in the world. 48 | ASK MAGAZINE Boston’s Central Artery/Tunnel Project, commonly known as the Big Dig, was the largest, most complex, and most technically challenging highway project in American history. Larger than the Panama Canal, the Hoover Dam, and the Alaska Pipeline projects, it was built through the heart of one of the nation’s oldest cities. Its list of engineering firsts include the deepest underwater connection and the largest slurry-wall application in North America, unprecedented ground freezing, extensive deep-soil mixing programs to stabilize Boston’s soils, the world’s widest cable-stayed bridge, and the largest tunnel-ventilation system in the world. ASK MAGAZINE | 49 Interstate 93 tunnel in Boston, part of the Big Dig. Photo Credit: Rene Schwietzke The Big Dig is also famous for cost increases. Its initial estimated or even project failure. Our research on the Big Dig has cost was $2.56 billion. Estimates increased to $7.74 billion in shown us that no single catastrophic event or small number of 1992, to $10.4 billion in 1994, and, finally, $14.8 billion in contracts caused costs to escalate. Multiple decisions by project 2007—more than five times the original estimate. The reported management across all contracts contributed to the increases. reasons for the cost escalation included inflation, the failure The critical cause was a lack of experience and knowledge about to assess unknown subsurface conditions, environmental and dealing with the complexity and uncertainty that giant projects mitigation costs, and expanded scope.
    [Show full text]
  • Big Dig, Big Bridge
    A reprint from American Scientist the magazine of Sigma Xi, The Scientific Research Society This reprint is provided for personal and noncommercial use. For any other use, please send a request to Permissions, American Scientist, P.O. Box 13975, Research Triangle Park, NC, 27709, U.S.A., or by electronic mail to [email protected]. ©Sigma Xi, The Scientific Research Society and other rightsholders www.americanscientist.org 2004 July–August 1 ENGINEERING BIG DIG, BIG BRIDGE Henry Petroski ast March I traveled to Boston to give a talk The first phase of construction began north of Lto a student meeting hosted by the Boston downtown, in Charlestown, and proceeded across Society of Civil Engineers Section (BSCES) the Charles River and south. In 1954, the first sec- of the American Society of Civil Engineers tion of the Central Artery, along with the Sumner (ASCE). The cumbersome name of the local or- Tunnel to East Boston (and the airport), was ganization stems from the fact that the Boston so- opened to traffic—and to terrible reviews. The ele- ciety, the oldest permanent engineering society vated highway was ugly to look at, unappealing in America, wanted to retain its identity when in to walk under and confusing to drive over. The 1974 it became a section of the ASCE, the oldest continuation of the highway southward was con- national engineering society. The distinction was structed underground. By the end of the decade, clear at the meeting, where an ASCE banner the Central Artery was carrying 75,000 vehicles hung from the front of the lectern, while a much daily, including the through traffic that was to larger BSCES banner hung higher on the wall be- have been diverted to the Inner Belt.
    [Show full text]