111 STEIN MCGUIRE PANTAGES GIGLLLP

JEROME STEIN (1925-1994) KENNETH J. McGUIRE' JUDSON M. STEIN

JAMES LA PANTAGES ROBYN B. GIGL

MICHAEL F. MARTINO'o

R. SCOTT KING

GREGORY T. KELLER JANET S. BAYER

ARTHUR M. NEISS' RAYMOND R. SIBERINE ADAM T. ADAMS

BRIGID HAGERTY FARLEY GERALD J. GUNNING' LAVINIA L. MEARS'

ADAM P. DUBECK CYNTHIA A. STEIN

ERIC B. BAILEY'

ATTORNEYS AT LAW

P.O. BOX 460

354 EISENHOWER PARKWAY LIVINGSTON, NEW JERSEY 07039-0460 (973) 992-1100

FAX (973) 535-3990 www.steinlegal.com

NEW YORK OFFICE 122 EAST 420d STREET SUITE 519

NEW YORK. NEW YORK

10068

(212) 757-1010

SENDER'S EMAIL: Imears@steinlega!.com Sender's Phone Ext. 333

File No.

OF COUNSEL BAKOS & KRITZER Intellectual Property Counsel Edward P. Bakos' Noam J. Kritzer

OF COUNSEL MEARS LAW FIRM

'MEMBER NJ & NY BARS 'MEMBER NJ & DC BARS 'ceRTIFIED CIVil TRIAL ATTORNEY

August 16,2010

VIA FACSIMILE & ELECTRONIC MAIL

Fredrick Rubenstein, Esq. Craig Couglin, Esq.

Law Department Township of Woodbridge 1 Main Street Woodbridge, New Jersey

Re: A venel Colonia First Aid Squad Proposal for Reinstatement of Services

Dear Counsel:

This firm represents the Avenel Colonia First Aid Squad ("Avenel").

Attached is a strategic plan which serves as the formal proposal to reinstate Avenel's 9-1-1 services to the Township. We ask that you present the plan to the Township Council and Administration for their consideration,

As detailed in the proposal, A vene1 has established a new board of trustees to oversee its management. The new board includes an Emergency Medicine Physician who is also Chairman of the Rahway Hospital Emergency Medicine Department, an attomey, financial professionals, and a prominent member of the senior citizen community. The board also includes three lifetime members of the Avenel squad.

The establishment of the new board is one component of Avenel's overall strategic plan. The short-term goal of the plan is to make the changes necessary to have the squad's services reinstated as soon as possible. The overall and long-term goal of the plan is to employ best practices in emergency medical services through the adoption of continuous quality improvement methodologies.

STEIN, McGUIRE, PANTAGES & GIGL, LLP August 16, 2010

Page 2 of 2

The Township proposed to have Mr. William Heinzelman oversee Avenel's daily operations on a temporary but unspecified basis. According to the State of New Jersey, Mr. Heinzelman is not currently licensed as an EMT. As such, Mr. Heinzelman is ineligible for this position as only a licensed EMT can legally supervise Avenel's operations. In addition, Mr. Heinzelman is a Woodbridge Township Police Officer and serves as its Director of Communications. Therefore, his employment with A vene1 would be a conflict of interest.

Notwithstanding the above, and to assure the Township of Avenel's good faith intention to cooperate in furthering the goal of public safety, Avenel has volunteered to submit to an immediate inspection of its operations by the New Jersey Department of Health and Human Services, Office of Emergency Management. Avenel will also agree to cooperate with any ongoing monitoring or oversight by the state OEM if the agency deems such actions warranted.

As evidenced by the commitment of the new board members and their ambitious strategic plan, Avenel has a renewed commitment to serving the community and will strive to deliver the best in emergency medical services. Toward that end, the Avenel board will hire an exceptionally qualified EMS professional to supervise its daily operations. If an agreement is reached to reinstate the squad given Avenel's new management, the board will promptly complete the process of vetting candidates and hire a permanent employee to fill this position.

Furthermore, the new board will have the sole authority over the hiring of new EMTs and the reinstatement of any former employees. As A veneI offered in the initial discussions to resolve this matter, Avenel will not rehire as employees any individuals who were involved in the May incident which gave rise to the Executive Order. Upon reaching mutually agreeable terms of reinstatement, Avenel will be able to resume active service within one week.

Lastly, Avenel is located in close proximity to the General Dynamics site, with its last known owner being 150 Avenel Street, LLC. It is my understanding that this area is part of the Township's redevelopment plan. Please confirm that the Township does not have future plans to interfere with Avenel's ownership or use of the property as a result of the redevelopment plan.

Please contact me after receiving this proposal and advise if it is acceptable.

Thank you.

Very truly yours, STE~'-~~~'~~:~GES & GIGL, LLP

"-~/-- ()~

LAVQLE EARS

Enc.

cc: ACFAS

AVENEL COLONIA FIRST AID SQUAD

2010 Strategic Plan

Working Together to Build a Safer Community Now and for the Future

August 16, 2010

Strategic Plan Framework

Mission: Our purpose

Vision: Where we want to be

Values: The principles that guide us

Goals: How we get there -- specific objectives that must be reached to achieve our vision

Strategies: How we will meet these objectives

Mission

Avenel Colonia First Aid Squad's mission is to provide services to the Woodbridge community which preserve life, improve health and promote the safety of citizens and visitors who live, learn, work and travel through our community.

The mission is accomplished through a systems approach focused on providing consistently reliable and prompt responses to emergencies; high quality patient care services; public awareness and education; proactive safety interventions; and disaster readiness support.

Vision

To be the recognized leader in providing the highest quality EMS services in New Jersey.

ACFAS will set the standard among the state's emergency medical service providers, consistently exceed patients' and the community's expectations, and restore the public trust and confidence in the quality and integrity of our services by adopting best practices in the delivery of our services to achieve the paramount goal of public safety.

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Values

Safety-Driven: To always put the patient's and community's safety first by providing reliable service which consistently exceeds the industry standard for response time and quality care.

Respect: To, at all times, treat the patient with the utmost courtesy, compassion and sensitivity.

Integrity: To work with the highest standard of honesty and accountability, recognizing that trust is essential to quality service and long-term personal and organizational growth.

Collaboration: To promote partnerships with the township's emergency responders and work with county, regional, state, and national EMS providers to further the goal of public safety.

Proactive: To be active partners in crisis management planning to ensure a coordinated response to a disaster or catastrophic event.

Innovative: To maintain the highest standards of professional expertise by keeping abreast of the latest development in the EMS industry, employing state-of-the-art technology and continually making meaningful change to improve our services.

Dedicated: To be steadfastly committed to the mission and vision of the organization.

United and Proud: To continue in the tradition of our founders by celebrating the heroic contributions of our past and present members, their personal and professional achievements and supporting them and their families in times of need through stewardship, benevolence and solidarity.

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GOALS:

I. Strengthen organization's leadership by creating a formal governing body that drives the organization to achieve its vision.

II. Develop and implement strategic plan that adopts evidence-based best practices and continuous quality improvement principles to maximize safety, efficiency, and cost-effectiveness.

III. Recruit and retain the most skilled professionals who demonstrate a shared commitment to the values of the organization.

IV. Develop standard training curriculum and protocols that instill confidence, promote peak performance and excellence in services.

V. Contribute to the betterment of the Community, Hpaying-it-forward, " by providing public health and first aid safety education and sharing organization's resources and facilities with the community.

VI. Foster a collaborative partnership with the township as weJl as local and neighboring municipalities, county, and state EMS providers to continually improve public safety and ensure coordinated response to disasters and catastrophic events.

VII. Position ACFAS for future growth, enable it to provide more competitive wages to retain the most experienced staff, and purchase state-of-the art equipment and resources by ensuring ACFAS' financial stability

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1. Strengthen organization's leadership by creating a formal governing body that drives the organization to achieve its vision.

-Establlshment of volunteer Board of Trustees compromised of community leaders and the most knowledgeable professionals in the respective fields of emergency medicine, law, finance, business development, and community outreach .

• The following individuals shall serve on the Executive Board and oversee the organization's management:

1) Michael Bernstein, M.D.: Emergency Medicine Physician and Chairman of the Emergency Department at Rahway Hospital

2) Christopher Struben, Esq.: Attorney and Colonia resident.

3) George Vassiliades: President of Colonia Senior Citizens Club and First Vice President and Community Coordinator for American Association of Retired Persons. Woodbridge Resident.

4) Laura Grimshaw: Management executive of New Jersey based bank. Woodbridge Resident.

5) John Vierra: Vice President of nationally recognized Bank, experience in finance and corporate management.

6) Anthony Cursi: EMT, Former ACFAS captain and officer, and ACFAS lifetime member. Active in numerous community groups. Knowledge of automotive and equipment maintenance and repair. Woodbridge Resident.

7) Robert Snowfield: EMT, Former ACFAS captain, lifetime member and "ACFAS Legacy," whose grandfather founded ACFAS. Woodbridge Resident. Former Woodbridge Police Officer.

8) Charles Corrado: Lifetime ACFAS member, experience in EMS financial management and Woodbridge Resident.

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Board Duties

The board will oversee the management of the squad's operations and be charged with developing a strategic and operational plan with a focus on the following areas:

1- Leadership: Refining vision, developing future-driven strategic plan, ensuring development of operational plan with focus on implementing EMS best practices and continuous quality improvement initiative

2- Human Resources: Hiring management; developing effective recruitment and retention strategies; approving new hires; and ensuring consistent adherence to employment policies, code of conduct and code of ethics.

3- Finance: Developing annual budget and approving expenditures; ensuring financial stability of organization by expanding business development opportunities consistent with organization's mission and vision.

4- Administration: Ensure proper retention of corporate records; management of facilities and assets; and determine appropriate use of organization's facility by members and community groups.

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II. Develop and implement strategic plan that adopts evidence-based best practices and continuous quality improvement principles to maximize safety, efficiency, and cost-effectiveness.

A. What are Best-Practices?

A best practice is a technique, method, process, activity, incentive, or reward that is believed to be more effective at delivering a particular outcome than any other technique, method, process, etc. when applied to a particular condition or circumstance. The idea is that with proper processes, checks, and testing, a desired outcome can be delivered with fewer problems and unforeseen complications. Best practices can also be defined as the most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people.

B. Strategic Plan will Adopt EMS Best Practices' in Core Competency Areas:

• Medical Direction

• Legal and Regulatory compliance

• Administration and Operational Management

• Deployment/First Response Services

• Dispatch Communication

• Resource management

• Facilities and Equipment

• Fleet Maintenance

• Human Resources/Recruiting and Retention

• Training/Education

• Strategic Quality Planning, Continuous Quality Improvement

• EMS Process Management

• Evaluation of EMS System Results & Stakeholder Satisfaction

• Financial Planning

• Public Information and Education

• EMS System Coordination

• EMS Response to Disasters

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c. General Principles of EMS Best Practices

• Life-saving treatment is worthless if it is not provided in time.

Set service reliability standards that are superior to industry standard:

Industry Standard: Life threatening emergencies responded to within 8 minutes 90 percent of the time

• Streamline policies and procedures directly linked with accreditation standards and recommended practice models from:

-National EMS Scope of Practice Model

-Cornmlssion on Accreditation of Ambulance Services

-Commission on Accreditation of Medical Transport Services

• Identify key performance indicators to measure effectiveness of services and ensure service accountability and standards

• Institute process management methodologies and a mechanism to continually develop, review and continuously improve service, simplify business practices and achieve cost efficiencies

• Balance patient care, employee wellbeing and financial responsi bi I ity

• Key stakeholder feedback: customer surveys, community need assessment and 360 evaluations

• Implement Employee Solution System to reward innovation and to adopt the best and most innovative solutions

• Provide continuous quality improvement training

• Develop methods to continuously monitor quality of services

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III. Recruit and retain the most skilled professionals who demonstrate a shared commitment to the values of the organization.

• Design and implement staffing recruitment and retention plan to address industry challenge of EMT staffing shortage and high-turnover of EMT personnel.

• Raise the standard for new hires by requiring former experience or require pre-hire apprentice/training period.

• Continue practice of reference and background checks and verification of certification status.

• Implement Performance management system which includes regular performance evaluations of EMT personnel.

• Offer counseling/employee assistance program services

• Establish annual awards/recognition program, named in honor of ACFAS' founders, to recognize outstanding service by Avenel EMTs

IV. Develop standard training curriculum and protocols that instill confidence, promote peak performance and excellence in services.

• Provide management training for EMT supervisors.

• Establish academy style training program for new hires which educates members on ACFAS' code of ethics and code of conduct.

• Develop "cadet" program to recruit future generations of EMTs to sustain the growth and development of the organization by providing mentorship opportunities that provide township youth with valuable learning experience

• Require annual continuing education via in-service training, webinars and educational components at membership meetings

• Consistently communicate policy and procedure changes to employees.

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V. Contribute to the betterment of the Community, "paying-It-forward," by providing public health and first aid safety education and sharing organization's resources and facilities.

• Provide monthly CPR courses

• Offer quarterly health fairs, screenings, vaccinations and blood drives

• Health education speakers bureau series on timely health issues

• Educate public on first aid and public safety concerns via website and other media outlets, visit schools, and community groups

• Educate community on how to respond in a crisis by providing disaster preparedness education

• Offer facility as a meeting place to civic groups, Avenel members and residents in accordance with approved usage policy and prior board approval

• Provide on-site presence at community events

VI. Foster collaborative partnerships with the township as well as local and neighboring municipalities, county, and state EMS providers to continually improve public safety and ensure coordinated response to disasters and catastrophic events.

1. Establish EMS Quality Improvement Advisory council .

• Promote collaboration, not competition, and work together to overcome technical, jurisdictional and territorial barriers .

• Include representatives from all of township's emergency responder groups as "mastermind" think-tank to continually improve emergency medical services.

• Establish uniform performance management indicators to collect data to better understand community's EMS needs and proactively identify problems .

• Discuss opportunities to share resources and maximize buying power via shared purchase agreement

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2. Establish Disaster Preparedness Taskforce.

-Prepare catastrophic-type planning and response for "Incident of Significance" (105) to ensure readiness for disaster such as natural hazards, technological accidents, and terrorist attack.

-Adapt plan to ensure National Incident Management System (NIMS) compliance, follow best practices/procedures as set forth in National Response Framework and National Integration Center

-Include all key stakeholders to ensure coordinated response in the event of a state of emergency or other catastrophic event including the New Jersey Department of Health and Human Services, Office of Emergency Medical Services; County Offices of Emergency Management; Regional Emergency Medical Communications System

-Schedule 105 practice drills to proactively identify potential problems and take immediate corrective action

VII. Position ACFAS' for future growth, enable it to provide more competitive wages to retain the most experienced staff, and purchase state-of-the art equipment and resources by ensuring ACFAS' financial stability.

- Reduce costs by standardization and shared purchase agreements

- Expand private transportation services to hospitals, nursing

homes, neighboring towns, and funeral homes

- Actively pursue fundraising and marketing strategies

• Apply for grants and federal funding

• Explore private donor contributors

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Plan Resource References

-New Jersey Department of Health and Human Services, Office of Emergency Management

-New Jersey Association of Paramedics Programs

-New Jersey Medical Transportation Association

-Natlonal Highway Traffic Safety Administration and Health Resources

and Human Services Administration: "Model Scope of Practice for all Levels of EMS providers"

-Natlonal EMS Research Strategic Plan

-Natlonal Association of EMS Physicians

-National Association of State EMS Officials

- National First Protection Association

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