Analyze

"Far from being anti-science and anti-education, BP has successfully embedded itself at the heart of elite UK science and education policy and practice networks – in particular, networks focused on development and delivery of STEM (Science, Technology, Engineering and Mathematics) education. Rather than limiting itself to the narrow promotion of pro-petroleum rhetoric, BP has long seen its interests as being best served by the general promotion of pro-business practices and values throughout UK public education. Petro-pedagogy, in the case of BP at least, is best understood as a core component of a more extensive corporate education reform network that, for the past decade, has focused on promoting a neoliberal model of STEM education in schools" p. 475

"This brings us back to the argument of Eaton and Day (2019) that began this article: to tackle the crisis of climate change, we ‘need to dismantle the corporate power of the fossil fuel industries and their petro-pedagogy’ (15). Doing this, however, will require a far different model of STEM education: one that can help students ‘understand how manipulative politics, economic power and myth making PR are subverting public democratic will,’ and encourage ‘young people to apprentice as critical scientific policy analysts,’ and ‘create innovative counter-narratives to the old dysfunctional stories of intensifying carbon dependence’ (Elshof 2011, 15)." p.486

As outlined in this brief article by the U.S. Energy Information Administration, energy consumption by New York City alone has dropped significantly more than the surrounding areas. On a prima-facie observation, one could say the foregoing alleviates stress on the existing energy infrastructures. However, deeper analyses should consider the repercussions that demanding less energy may have on production, supply, and distribution, as well as transitions between larger and smaller electric microgrids. Given energy infrastructures in the United States are already vulnerable, can it be really said the pandemic alleviates stress on the existing energy infrastructures when everybody is connected to the internet and is generally using more technology at home?

This organization seeks to provide emergency medical services to community members of Bed-Stuy, an area seeing disproportionate levels of physical violence and trauma. Before BSVAC the average ambulatory response time to the city was approximately 30 minutes, gravely eating into the "Golden hour" trauma patients are allowed. In light of this, two EMS workers chose to start a volunteer EMS agency to provide emergency care to the city, expose community members to careers in EMS, and teach BLS skills to residents. 

The founding members were Bed-Stuy residents Captain James "Rocky" Robinson and Specialist Joe Perez. Since then, membership has extended to other EMS personnel, the majority of whom are also Bed-Stuy residents. This is also the first multi-cultural ambulatory agency and seeks to provide meaningful careers to Bed-Stuy residents

The agency itself is an illustration of emergency response; before BSVAC ambulance response time averaged around thirty minutes-- a far cry from the standard eight minutes aimed for by ambulatory agencies around the Capital region. The original goal of BSVAC was to cut down these times, thereby increasing patient outcomes and creating a sense of safety in a community rippling with gang and drug violence. In addition to this initial goal, BSVAC also reaches out to the surrounding community, teaching CPR, first-aid, and BLS to Bed-Stuy residents. This aids in emergency response, as CPR and first-aid measures can be delivered quickly to a patient even before the ambulance arrives. 

The organization of the group came from within the areas riddled with violence. As their commander is quoted in an article about the 27th anniversary, "People in the 'hood' had no chance. We had to wait for someone who did not look like us to come and save our lives." Commander Robinson is credited with starting the organization in an attempt to decrease wait times for emergency services in Bed-Stuy. Additionally, he and other ambulatory members regularly run EMT courses, aimed at pulling youth away from drug and gang related activities, providing them with an education and a future career. The agency, in many ways, has helped save multiple community members from a short and terrible life marked by violence.

As I mentioned in earlier answers, at the peak of the crack-cocaine epidemic, BSVAC was founded (1988). It took outside EMS agencies an average of 30 minutes to reach patients with Bed-Stuy, a time that is far too costly for major trauma patients. This causes the current Commander (formerly referred to as Captain) "Rocky" Robinson to begin a volunteer EMS agency within the city itself. Placing the agency in the city decreased response time significantly, with BSVAC now averaging a response time of less than 4 minutes. 

Currently, BSVAC survives on state and community funding. However, as recently as 2014 the agency was being funded by the Commander's pension and funds from re-mortgaging his home. At present time, BSVAC has also received a check from Councilman Cornegy for their timely, professional response to violent crimes involving police officers and for general service to the community. As it stands, BSVAC runs on a budget of approximately 250,000 per year, mostly through donations and legislative grants. 

This group has yet to produce a published report; however, they openly provide data about their response time-- which averages less than 4 minutes. This is a significant decrease from outside ambulatory agencies. Additionally, state statistics can be extrapolated to the group, such as noting that the vast majority of homicides still occur with Bed-Stuy, leading to their approximately 100 calls per month. 

At this time, the group does not appear to have drawn any significant research nor produced any. I would be intrigued to see if medical personnel (such as emergency medicine residents doing their research fellowships) would have any interest in the group, their call volume, and patient outcomes.