Professional Documents
Culture Documents
Paramedics Plus Alameda Appendices Redacted - Web - 2of6
Paramedics Plus Alameda Appendices Redacted - Web - 2of6
Good
121
13
Good
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122
14
Good
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123
15
Good
Good
124
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17
125
Good
Good
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18
Good
Good
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Good
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95%
25
133
134
26
Good
27
135
136
28
9
95% Overall Protocol compliance was achieved
29
137
138
30
31
139
Good
% of Suspected Hemorrhagic Strokes with OLMC Consult
140
32
Good
Good
33
141
Good
142
34
Good
Good
35
143
Good
Good
144
36
Good
37
145
Good
146
38
FLEET / MATERIALS
Good
39
147
Good
148
40
41
149
Good
Good
150
42
Good
43
151
152
44
45
153
154
46
There are currently 13 full-time paramedics, 9 part-time paramedic, 20 full-time EMTs, and 1
part-time EMTs in the orientation pipeline.
47
155
156
157
158
40
33 of 40 patients attempted or 83%
32 of 39 patients attempted or 82%
24 of 30 patients attempted or 80%
1 of 1 patients attempted or 100%
100%
Of the seven (7) patients where oral/nasal intubation failed, four (4) had a combitube
placed and the other three (3) had their airway controlled using less invasive techniques.
The reasons for the missed intubations are listed below:
Reason
Anatomical Difficulties
Clenched Teeth
Fluid Obstruction
Gag Reflex
Traumatic Airway
Number
3
1
1
1
1
53
45 of 53 patients attempted or 85%
42 of 50 patients attempted or 84%
34 of 38 patients attempted or 89%
3 of 3 patients attempted or 100%
100%
Of the eight (8) patients where oral/nasal intubation failed, three (3) had a combitube
placed; two (2) were intubated by fire and the other three (3) had their airway controlled
using less invasive techniques. The reasons for the missed intubations are listed below:
Reason
Anatomical Difficulties
Fluid Obstruction
Traumatic Airway
Clenched Teeth
<60sec
<120sec
Eastern
28/33
29/33
Western
85% 40/45
88% 41/45
Number
3
1
1
3
89%
91%
159
Total number of oral intubations performed by other agencies such as First Responders or
Physicians on scene, compared to the number of oral intubations performed by EMSA
medics.
Eastern Division:
Western Division:
Educational Activities:
The team meetings for the month of October were as listed below:
Eastern Division: Wilderness training with 186 participants.
Western Division: ICS training with 183 participants.
160
Eastern Division
Western Division
AgeRangeEastern
Division
2.51%
1.20% 3.84%
AgeRange
WesternDivision
2.51%
1.40%
<1
31.93%
19.99%
<1
15
616
40.53%
3.86%
15
33.76%
20.49%
1735
3665
>65
616
1735
37.98%
3665
>65
161
Eastern Division:
40 (10% of trauma pts) total returned priority one to receiving Emergency Departments,
28(70%) met the Priority One Trauma criteria by documentation on the patient care
form.
The destinations of the priority one-trauma case are as follows:
SFH 18(45%)
SJMC 21(53%)
HMC 1 (2%)
The one (1) P-1 patient taken to HMC was a burn patient.
Western Division:
67(11% of trauma pts) total returned priority one to receiving Emergency Departments,
57(85%) met Priority One Trauma criteria by documentation on the patient care form.
The destinations of the priority one-trauma cases are as follows:
OUMC 65 (97%)
SAH 1 (2%)
BMC 1 (2%)
The two (2) patients not taken to OU, one (1) burn went to BMC and one (1) MVC to
SAH by patient choice after education by the medic.
162
163
10:01
11:24
11:12
9:26
10:11
10:15
10:00
10:02
11:25
14:07
10:07
11:29
10:34
9:39
10:05
11:01
9:08
11:44
13:20
11:02
16:22
12:58
10:56
19:12
16:48
14:24
12:00
9:36
7:12
4:48
2:24
0:00
11:13
Trauma scene times are comprised from trauma cases returned priority one to the
appropriate Trauma center.
Eastern Division
11:33
9:53
9:11
9:07
8:38
9:44
9:24
10:30
10:50
8:18
9:40
10:10
10:17
10:24
8:44
9:13
8:12
8:41
8:28
9:36
6:43
13:04
10:49
12:00
9:17
14:24
10:02
The Eastern Divisions Trauma Scene Times are made up from 40 cases that met the
criteria. There were 20 cases of scene times greater than 10 minutes that have
extenuating circumstances that were excluded from this calculation. There were 5 cases
of scene times greater than 10 minutes without documented extenuating circumstances.
7:12
4:48
2:24
0:00
Western Division
The Western Divisions Trauma Scene Times are made up from 67 cases that met the
criteria. There were 22 cases of scene times greater than 10 minutes that have
extenuating circumstances that were excluded from this calculation. There were 19 cases
of scene times greater than 10 minutes without documented extenuating circumstances.
164
14%
16%
15%
16%
17%
16%
17%
16%
16%
16%
15%
17%
17%
14%
14%
14%
15%
15%
15%
14%
13%
17%
13%
18%
16%
14%
12%
10%
8%
6%
4%
2%
0%
14%
Series1
Eastern Division
There were 12 occurrences where the FOS was not contacted when indicated.
Compliance to completed assessment was 99%. The medics that were non-compliant
were counseled individually.
11%
12%
12%
12%
11%
10%
11%
11%
11%
10%
10%
11%
11%
11%
11%
11%
11%
11%
9%
10%
9%
9%
10%
14%
12%
10%
8%
6%
4%
2%
0%
10%
292 calls were canceled by TPD, of those 252(86%) were after EMSA was on scene.
86 calls were canceled by TFD, of those 49(57%) were after EMSA was on scene.
Series1
Western Division
There were 8 occurrences where the FOS was not contacted when indicated. Compliance
to completed assessment was 99%. The medics that were non-compliant were counseled
individually.
337 calls were canceled by OCPD, of those 208(62%) were after EMSA was on scene.
203 calls were canceled by OCFD, of those 125(62%) were after EMSA was on scene.
165
166
March
AE
December
September
June
March
September
June
0.268
0.25
0.01102
Average MR
0.4
0.38
0.36
0.34
0.32
0.3
0.28
0.26
0.24
0.22
0.2
March
December
June
June
March
12/4/2009
December
A.
B.
C.
D.
September
Period
September
September
June
March
December
December
March
TRUE
#####
June
E.
F.
G.
H.
X.
September
June
March
December
September
BPChart 3M
Database Column
1
2 of 3 Beyond 2 Sigma
4 of 5 Beyond 1 Sigma
15 Within 1 Sigma
8 Outside 1 Sigma
Excluded or Missing Data
167
168
Personnel Injuries
169
170
171
172
Current Average
Current Median
Sigma for Limits
Base for Limits
49.725
46.5
9.336901876
Average MR
1/14/2010
Period
E
E.
F.
G.
H.
X.
2 of 3 Beyond 2 Sigma
4 of 5 Beyond 1 Sigma
15 Within 1 Sigma
8 Outside 1 Sigma
Excluded or Missing Data
Database Column
1
wk11-11
wk12-8
wk1-6
wk2-3
wk3-3
wk3-31
wk4-28
wk5-26
wk6-23
wk7-21
wk8-18
wk9-15
wk10-13
wk11-10
wk12-08
wk1-5
wk2-2
wk3-1
wk3-29
wk4-26
wk5-24
wk6-21
wk7-19
wk8-16
wk9-13
wk10-11
wk11-8
wk12-6
wk 1-3-09
wk1-31
wk2-28
wk3-28
wk4-25
wk5-23
wk6-20
wk7-18
wk8-15
wk9-12
wk10-10
wk11-7
20
40
60
80
100
173
174
Transports by Priority
Western Division
Priority 1
Priority 2
Priority 3
Priority 4
Totals
Calls Transports
2233
1939
4628
3185
427
418
2
1
7290
5543
Budgeted TX
Projected TX
Actual TX
Actual vs. Budget
Projected vs. Budget
5110
5543
5543
433
433
Eastern Division
Priority 1
Priority 2
Priority 3
Priority 4
Totals
Calls Transports
2065
1721
4262
2803
827
821
28
25
7182
5370
Budgeted TX
Projected TX
Actual TX
Actual vs. Budget
Projected vs. Budget
5332
5370
5370
38
38
Patients
1939
3185
418
1
5543
Month October
No Haul %
13%
31%
2%
50%
24%
Budgeted UH
Projected UH
Actual UH
Actual vs. Budget
Projected vs. Budget
Patients
1721
2803
821
25
5370
Budgeted UH
Projected UH
Actual UH
Actual vs. Budget
Projected vs. Budget
Budgeted TX
Projected TX
Actual TX
Actual vs. Budget
Projected vs. Budget
10442
10913
10913
471
471
17621
18506
18506
885
885
No Haul %
17%
34%
1%
11%
25%
Summary Data
Priority 1
Priority 2
Priority 3
Priority 4
Totals
Special Event UH
Scheduled UH 19137.25
Adjustments
631.65
Actual UH 18505.6
Lost UH 1350.06
Effective UH 17155.54
Budget UHU
0.29
Projected UHU
0.30
Actual UHU
0.30
Actual vs. Budget
0.01
Projected vs. Budget
0.01
Effective UHU
0.32
Special Event UH
Scheduled UH 14558.75
Adjustments
523.02
Actual UH 14035.73
Lost UH
1021.2
Effective UH 13014.53
Budget UHU
0.34
Projected UHU
0.38
Actual UHU
0.38
Actual vs. Budget
0.04
Projected vs. Budget
0.04
Effective UHU
0.41
15682
14036
14035.73
-1647
-1647
No Haul %
15%
33%
1%
13%
25%
Budgeted UH
Projected UH
Actual UH
Actual vs. Budget
Projected vs. Budget
Special Event UH
Scheduled UH
33696
Adjustments 1154.67
Actual UH 32541.33
Lost UH 2371.26
Effective UH 30170.07
Budget UHU
0.31
Projected UHU
0.34
Actual UHU
0.34
Actual vs. Budget
0.02
Projected vs. Budget
0.02
Effective UHU
0.36
33303
32541
32541
-762
-762
To Budget
244
186
4
-1
433
Combined
Budget TX Actual TX Projected
Priority 1
3209
3660
3660
Priority 2
5895
5988
5988
Priority 3
1317
1239
1239
Priority 4
21
26
26
10442
10913
10913
Totals
To Budget
451
93
-78
5
471
Priority 1
Priority 2
Priority 3
Priority 4
Totals
Eastern Division
Budget
Actual Projected To Budget
1514
1721
1721
207
2896
2803
2803
-93
903
821
821
-82
19
25
25
6
5332
5370
5370
38
Priority 1
Priority 2
Priority 3
Priority 4
Totals
175
176
wk2-9
wk12-29
wk3-22
0.378
0.44861111
0.1757
Average MR
0:00:00
12:00:00
24:00:00
wk11-17
Lost Hours
36:00:00
wk7-26
wk10-18
wk1-10
wk11-29
wk9-6
11/13/2009
A.
B.
C.
D.
wk2-21
Period
E.
F.
G.
H.
X.
wk5-16
wk4-4
wk5-3
wk10-31
wk9-19
wk8-8
wk6-27
BPChart 3M
Database Column
1
2 of 3 Beyond 2 Sigma
4 of 5 Beyond 1 Sigma
15 Within 1 Sigma
8 Outside 1 Sigma
Excluded or Missing Data
177
wk6-14
178
Performance Data
January 7, Key
2010
2010 01 07
Compliance: Week
OKC
Tulsa
91.5%
90.5%
91.5%
91.5%
90.5%
90.5%
5.4
5.4
1.4
1.5
0.291
0.291
0.423
0.423
0.320
180.2
0.405
182.6
Trans/ Day
92%
Actual / plan : N
Week
96%
165.6
104%
Week : Plan
91.8
174.7
95%
88.0
64.6
68.0
Medics (N / Plan) : N
107%
94
84%
57
EMTs (N / Plan) : N
103%
90.5
121%
82
102%
102%
90%
90%
1.4%
1.4%
0.9%
0.9%
325
669.9
759.5
10,006
464.8
983.5
6%
0%
0%
10%
0%
10
10
14%
Medic : EMT
March
5
February
10
21
15
2
14
179
1/20/106:50AM
180
wk2-9
wk12-29
wk3-22
0.07
0.01319444
0.05810
Average MR
0:00:00
4:48:00
9:36:00
14:24:00
wk11-17
Lost Hours
19:12:00
wk10-18
wk1-10
wk2-21
wk9-6
11/13/2009
A.
B.
C.
D.
wk11-29
Period
wk5-16
E.
F.
G.
H.
X.
wk9-19
wk8-8
BPChart 3M
Database Column
1
2 of 3 Beyond 2 Sigma
4 of 5 Beyond 1 Sigma
15 Within 1 Sigma
8 Outside 1 Sigma
Excluded or Missing Data
wk6-27
wk7-26
wk6-14
wk5-3
wk10-31
wk4-4
181
182
183
Table of Contents
Glossary of Terms and Abbreviations
Page G1
Organizational Profile..
Page i
Page 1
Page 5
Page 8
Page 8
Page 13
Page 13
Page 15
Page 18
Page 21
Page 24
Page 28
Page 32
Page 35
Page 37
Page 39
Page 42
184
Page 45
Page 49
AQUA- AQUA Quality Improvement Software automates the entire emergency dispatch case review
process. It assists the dispatcher with many tasks
such as data entry, compliance scoring, record keeping, reporting and more. It helps ensure that emergency
dispatchers in your agency are providing quality service in compliance with all standards established by
the National Academies of Emergency Dispatch. It
pinpoints specific training needs and liability risks,
and helps you document continuous improvement
efforts. In today's world, public safety agencies simply must have a defendable quality improvement program to help protect them from liability lawsuits.
AQUA is a powerful tool that helps the dispatcher
meet this need with minimal commitments of time
and personnel.
Assistant Supervisor- An employee who has been
selected through an interview process and trained to
perform the role of a supervisor. Assistant supervisors work their regular shifts in the field and fill in for
supervisors when the need arises.
Auth. Authority- Refers to the Pinellas County EMS
Authority
BCC. Board of County Commissioners
BLS. Basic Life Support- Certification required for
EMTs and paramedics.
BTLS. Basic Trauma Life Support- Certification
required of paramedics.
CAAS. Commission on Accreditation of Ambulance Services- A 3-year accreditation established
to encourage and promote quality patient care in
America's medical transportation system. Accreditation signifies that the service has met the "gold standard" determined by the ambulance industry to be
essential in a modern emergency medical services
provider. These standards often exceed those established by state or local regulation.
CAD. Computer Aided Dispatch.- The software
utilized to receive requests for service and to assign
those requests to available resources.
Call-Taker- System Status Controller/Dispatcher
whos primary duty is to answer the phones including
9-1-1 calls.
CAMTS. Commission on Accreditation of Medical
Transport Systems- The Commission on Accreditation of Medical Transport Systems is dedicated to
improving the quality of patient care and safety of the
transport environment for services providing ro-
185
EMS Services- Ambulances are deployed throughout the county using a flexible ambulance deployment model called System Status Management
(SSM). This model ensures that the correct number
of ambulances are in the right location at the right
time when they are needed. By accurately predicting
when and where ambulances will be needed, we are
able to exceed contract response time requirements
and optimize our financial performance (Figure P.12). Response to the callers location is either emergency (lights and siren) or non-emergency in a customized ambulance staffed with a paramedic and an
Emergency Medical Technician (EMT).
DOC. Director of Communications.
DOCS. Director of Clinical Services
DOHS. Director of Health and Safety
DOIT. Director of Information Technology
186
EE. Employee.
EKG. Electrocardiogram- Displays cardiac rhythm.
EMD. Emergency Medical Dispatch- A standard of
emergency call taking developed by the National
Academy of Emergency Dispatch.
EMS. Emergency Medical Services.
EMS Authority. The entity designated by the Board
of County Commissioners to oversee all EMS, fire
department, Medical Control and Educational contracts.
EMT. Emergency Medical Technician.
Enhanced 9-1-1 A system in the communication
center that displays the location of the calling party.
ePCR. Electronic Patient Care Report. Electronic
documentation of patient care performed by paramedics in the field.
EVOC. Emergency Vehicle Operations Course. A
mandatory training course all employees that operate emergency vehicles must successfully complete
that covers vehicle operation and safety.
GPS. Global Positioning System. A system designed to designate the location of an object by a
triangulation of a minimum of four satellites.
MPDS. Medical Priority Dispatch- A set of protocols used in the dispatch center by 9-1-1 call-takers
to provide pre-arrival instructions while EMS units
are responding to the call. The MPDS is in part
based on published standards by the National Association of EMS Physicians, the American society for
Testing and Materials, the American College of
Emergency Physicians, the U.S. Department of
Transportation, the National Institutes of Health, the
American Medical Association, and more than 20
years of research, development, and filed testing
throughout the world. The protocol contains 34 Chief
Complaint Protocols, Case Entry and Exit information, call termination scripts, and additional verbatim
instruction protocols for automatic external defibrillator support, CPR, childbirth assistance, airway and
breathing, and the Heimlich maneuver.
187
National Registry- A national certification that establishes uniform standards for training and examination of personnel active in the delivery of emergency ambulance service.
Ninthbrain- Software program that provides on-line
training, incident tracking, automated compliance
alerts, database for certification renewals and vaccination records, and QI tools.
NIMS. National Incident Management TrainingOn February 28, 2003, President Bush issued
Homeland Security Presidential Directive-5. HSPD-5
directed the Secretary of Homeland Security to develop and administer a National Incident Management System (NIMS). NIMS provides a consistent
nationwide template to enable all government, private-sector, and nongovernmental organizations to
work together during domestic incidents.
NOMAD- Computer and software used in the ambulance that includes mapping, call information, and
the ability to change unit status.
OLMC. On line Medical Control- A service provided
by the Office of the Medical Director to provide instant contact with a doctor for pre-hospital patient
consultation. During these consultations, the on line
doctors approve specific procedures such as administration of medication. OLMC also provides patient
reports to receiving facilities depending on the patients condition during the consult.
OMD. Office of the Medical Director- The contracted entity responsible for providing a Medical Director physician who oversees all of the clinical aspects within the EMS system through a complete set
of protocols called a Medical Operations Manual.
OSHA. Occupational Safety and Health Administration
PALS Meeting- Paramedic Advanced Life Support
meetings held monthly in which all EMS coordinators
attend.
PALS. Pediatric Advanced Life Support.
Paramedic- A person trained and certified to provide
emergency medical treatment.
PAT Program- Positive Action Taken- Method used
to provide employee recognition.
PBS. Patient Business Services- The department
where patient care reports are reviewed for accuracy
and completeness before going to the county billing
department for billing.
PCR. Patient Care Report.
188
QAR. Quality Assurance Review- A review or investigation of patient care issues that are brought to
our attention.
Ride-a-longs. When administrative personnel such
as directors and managers ride with a crew for a shift
to provide opportunities for two-way communication
and see firsthand what field employees manage on a
daily basis.
Road Safety. A system in each emergency vehicle
in the Sunstar Paramedics fleet that monitors seatbelt usage, safe backing techniques and a vehicle
operator level or score which measures the operators performance. The standard is five or higher on a
scale of one to ten. This number is reached via a
formula that measures the number of infractions per
one hundred miles driven.
ROSC. Return of Spontaneous Circulation- Indicates when a patient regains a pulse.
Scorecard Meeting- Monthly meetings where the
managers and directors review department and organization scorecard performance.
SPP. Strategic Planning Process.
Shift Bid. When demand patterns dramatically
change or when unit hours being produced do not
adequately cover the demand a shift bid will be held.
This is a process in which all employees must bid on
a shift to work in a two-week rotation. Shifts are
awarded based on seniority.
STAR CARE- The acronym that our values are reflected in. Safe, Team-based, Attentive to human
needs, Respectful, Customer-accountable, Appropriate, Reasonable, and Ethical.
Stats Page- An automated page sent to designated
recipients three times daily with our performance in
each call priority by percentage and number of transports.
Sunstar Paramedics- The Pinellas County designated name for the ambulance server provider.
Sup.- Abbreviation for Supervisor
S.W.A.T. Special Weapons and Tactics - A group
of highly trained Paramedics that work in conjunction
with the Sheriffs Office to ensure deputy and potential patient safety on high risk incidents.
SWOT. Strengths, Weakness, Opportunities, and
Threats.
Talking Points. Pertinent items of information that
all members of the administrative staff communicate
to the workforce. These talking points can include
but are not limited to safety, new equipment, procedures and process improvement.
UH. Unit Hour- A unit hour is defined as a one hour
period of time when a fully staffed and fully stocked
ambulance can be assigned an emergency call.
UHU. Unit Hour Utilization- A number derived from
a formula to determine and measure workload by
dividing the number of transports by the number of
hours worked.
Utstein Template- Tool used for the measurement
of cardiac arrest survival.
189
190
ORGANIZATION
PROFILE
191
VISION
To be an organization that sets the standard for EMS by
providing extraordinary care and service to our customers
and community, continuously improving through innovation and technology, and being a great place to work.
MISSION
To provide compassionate quality care and service to our
community.
STAR CARE VALUES
Attentive to human needs: Do I treat my patients, customer or colleagues as a person? Do I tell them what to
expect in advance? Do I treat their family and/or relatives
with similar respect?
Respectful: Do I act towards my patients, colleagues,
my customers, and the public with the kind of respect
that I want to receive my self?
Appropriate: Is my care or work appropriate medically, professionally, legally, and practically, considering
the circumstances I face?
Reasonable: Do my actions make sense? Would a colleague with similar experience make a comparable decision?
Ethical: Are my actions fair and honest in every way?
Dispatch Services: Citizens request our services either by dialing 9-1-1 for emergencies or a seven digit
telephone number for non-emergency ambulance
transport services. Specially trained paramedics
called System Status Controllers (SSCs) located in the
Sunstar dispatch center provide pre-arrival instructions
customized to the callers emergency, giving life saving instructions even before the arrival of paramedics.
Simultaneously while instructions are being provided,
the closest ambulance is located using Computer
Aided Dispatch (CAD) and GPS, and then dispatched
using the 800 MHz radio system.
EMS Operations: Ambulances are deployed throughout the county using a unique flexible ambulance deployment model called System Status Management
(SSM). This model ensures that the appropriate number of ambulances are in the right location at the right
time when they are needed based upon an on-going
systematic analysis of historical EMS 9-1-1 call volume. By predicting where ambulances will be needed,
we are able to exceed contract response time require-
192
CSF
Description
PEOPLE
Highly Engaged,
Caring, Skilled
and
Safe Workforce
QUALITY
Quality Care to
Our Patients
RESPONSIBLE
FINANCIALLY
Optimize
Financial
Performance
SERVICE
Exceed The
Expectations
of Our
Customers
% Minority
17%
% Women
52%
11%
25%
193
Equipment
P.1a (4) Facilities, Technologies, Equipment
Ambulance We have 64 Type III AEV/Ford E450s
Facilities
to respond to and transport patients. Each ambulance
Sunstar Headquarters A 55,000 sq. ft. Pinellas
is equipped with a light system designed to give 360
County owned facility. Ninety percent of all employees
degree visibility in concert with high output sirens.
(clinical and administrative) are
deployed from this facility. It
Key Regulatory Areas
Key Measures
includes: an ambulance fleet
Contractual
Obligations
%
Arrive
emergencies
within 10 minutes (Fig.
maintenance facility, medical
Pinellas
County
EMS
7.1-2)
supply warehouse, state of the
Contract
% Arrive scheduled non-emergencies within 15
art dispatch center, four bay
minutes (Fig. 7.1-3)
deployment areas, and admin
% Arrive unscheduled non-emergencies within
istrative offices.
60 minutes (Fig. 7.1-4)
South County Hub A 1,200
% EMS Authority contract req. met (Fig. 7.2our employees are deployed
20)
from this facility in St. Petersburg.
Occupational Reg.
% Workers compensation cases reported < 24
Technologies
Florida Workers Comp
hours (Fig. 7.6-1)
Computer Aided Dispatch
Laws
% OSHA 300 reported less 7 days (Fig. 7.6-2)
(CAD) Computer Software
OSHA
# Substantiated EEOC complaints (Fig. 7.6-4)
system assists dispatch personnel handling and prioritizing
Accreditations
Maintain CAAS accreditation (Fig. 7.6-4)
requests for ambulance ser CAAS
Maintain ACE accreditation (Fig. 7.6-4)
vice. Enhanced 911 will send
ACE
Maintain AHA training facility accreditation
the location of the call to the
AHA Training Facility
(Fig. 7.6-4)
CAD system and display the
CAMTS (CCT Unit)
Maintain CAMTS accreditation (Fig. 7.6-4)
address on to the dispatcher.
Certifications
% Clinical employees meeting CME attenThe system allows the dis County EMT, Paradance requirements (Fig. 7.4-4)
patcher to see the location of
medic & RN Cert.
% Dispatchers meeting CDE requirements
the ambulance and track their
CME requirements
(Figure 7.4-6)
response route.
MARVLIS Mobile Area
Medical Privacy
Number of substantiated HIPAA violations (Fig.
Routing & Vehicle Location In
HIPAA
Patient
Privacy
7.6-4)
formation System designed to
Figure P.1-3 Regulatory Environment
194
Emergency
Patients
124,064
(73%)
NonEmergency
Patients
34,970
(27%)
EMS
Authority
Key Customer
Requirements & Expectations
Arrive quickly (Fig. 7.2-2)
Compassion and caring (Fig. 7.2-3)
Knowledgeable & competent (Fig.
7.2-4)
Tell me & my family what you are
doing and listen to my answers
(Fig. 7.2-5)
Polite and respectful (Fig. 7.2-6)
Professionalism (Fig. 7.2-7)
Overall quality of care (Fig. 7.2-8)
Arrive on-time (Fig. 7.2-10)
Knowledgeable (Fig. 7.2-11)
Courteous and kind (Fig. 7.2-12)
Gentle and careful lifting me (Fig.
7.2-13)
Talk with me & listen to my needs
(Fig. 7.2-14)
Professionalism (Fig. 7.2-15)
Helpful and caring (Fig. 7.2-16)
Make me comfortable (Fig. 7.2-17)
Overall quality of care (Fig. 7.2-18)
% EMS Authority key contract requirements met (Fig. 7.2-20)
Key
Suppliers
Service agreements
User group meetings
Weekly visits
Conference calls
Regular meetings
Email
Telephone
Key
Partners
Key Requirements
CAD system up time (Fig.
7.5-16)
Cardiac monitor maintenance on schedule (time)
(Fig. 7.5-18)
Zoll Software updates on
schedule (time) (Fig. 7.519)
195
Challenges
Business &
Operations
Human
Resource
Organizational
Sustainability
Advantages
196
LEADERSHIP
197
SUPPLIERS / PARTNERS
Figure P.1-5
Contract agreements
Personal contact
Regular meetings
Email
Website
Conferences and trade
shows
198
CUSTOMERS
Figure P.1-4
Satisfaction Surveys
Email
Website
Monthly report to county
Community meetings
Community involvement
Annual report
Monthly Sunstar Quality
Council (SQC) Meeting
Meeting
Attendees
Purpose
CSF
3 x Day
Status Pages /
STATS
Daily
PULSE
P,Q,S
Daily
Sup/LT
Weekly
Employee Interactions
Directors
P,Q
Q 3 wks
Supervisors
Monthly
Support
P,Q
Monthly
Super Support
Monthly
SQC
P,Q,R,
S
Monthly
Scorecard
COO, LT
P,Q,R,
S
Monthly
Dept head, EE
P,Q
Monthly
PALS meetings
Monthly
Operations and
Fire Chiefs
meetings
MMRS
DOO, FD
Monthly
Equipment
Committee
Monthly
May-Oct
Strategic Planning
COO, LT
Monthly
Union
Bimonthly
Medical Control
Board
Quarterly
Headcount
Quarterly
Safety Committee
Quarterly
Leadership
Meetings
ER Nurse Managers
P,Q,R,
S
Q
Med Dispatch
Review
Monthly
Quarterly
Quarterly
COO, LT
P,Q
P,Q
P,Q,R,
S
199
Meeting
Attendees
Purpose
CSF
Quarterly
QS
Monthly
or PRN
Emergency Mgt.
Steering Committee
Corporate Zoll
Conference Call
Materials Vendor
BiWeekly
As
Needed
Bi-Annual
Q
PQS
Sup, EE
Quarterly
CME Steering
Committee
Listening and Learning; obtain info for Environmental Scan; ID key partner req.
PQ
Quarterly
Annual
LT Performance
Review
PQS
Annual
Strategic Planning
meeting
COO, LT
P,Q,R,
S
200