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Second Thoughts on ‘Scene Safety’

In addition to my regular job, I continue to proudly serve as a medical first responder in my home community.  But, now, in the wake of a Christmas ambush of firefighters last year and yesterday’s hostage situation during a fake medical call, I am thinking back on the doors I have rushed through attempting to offer my help to someone in need.  When I respond to that late night page, I review in my head the details given to me by the dispatcher and construct my index of suspicion regarding the medical condition I will likely encounter and never suspect I am entering any sort of trap.  Just like you, I was taught to say “scene safe” during my drills and exams, but that was in a classroom setting which is far different than I have ever experienced in the field.  Now matter how good your imagination, that fluorescent lit room full of desks and chairs never becomes the cramped, dimly lighted bedroom down a narrow hallway.  So, how do we relate the real-world idea of safety concerns into practice in the field?  Back in school, we have simulators for patients that can respond to treatments providing feedback on my care and mock-ups of ambulances that even make noise to disrupt the use of my stethoscope, but where is the effort to really teach recruits caution before entering a home?  Or even how to deal with the dangerously irate family member once we reach our patient?  Maybe we need to go down the hall of the community college and ask the theater students to join our tidy little scenarios as grieving relatives.

And it doesn’t always have to be the setup of a deranged psychopath to present a danger, there are times I have simply gone to the wrong address.  And in my state, a homeowner is justified in using “deadly force” on anyone who “was in the process of unlawfully and forcefully entering a home.”  Hopefully by announcing myself and asking who called 9-1-1, I can argue the “unlawful” part if logical debates were possible in those late night situations.  Fortunately, I have never found myself in a situation where my life was truly in danger.  But I suspect other responders have felt that same casual assurance before things went sideways for them.  Arming medics is also not the answer.  My “concealed carry” training was very good, but it doesn’t begin to help me understand how to react in a hostage taking situation even assuming my hands weren’t already full of equipment when entering the room.

I read of states like Iowa and New Jersey that are having trouble recruiting volunteers and in some cases offering incentives for service.  I have always felt that EMS is a calling however.  We don’t just need more bodies in uniform, we need the right people to care enough about helping patients.  We also need to do a better job of protecting the professionals (including volunteers) who give of themselves already.  We must use the CLIR E.V.E.N.T. database to share experiences of how to make EMS safer and better for responders as well as patients.  Take the recent events that have happened and let them make you more aware, not more afraid.  Work with others to help them understand the real-world of “scene safety” and practice it in every call.  Let your “index of suspicion” always include your own safety, because we need you back doing this job again tomorrow!

Posted in Command & Leadership, EMS Dispatch, EMS Health & Safety, EMS Topics, Firefighter Safety & Health, Funding & Staffing, In the Line of Duty, News, Training, Training & Development

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What is “Performance” in EMS? Part 4

This particular series began with the new year in thinking about the characteristics that make and keep an EMS as an efficient, “High Performance” system.   The previous criteria were all focused on factors including “Response Time,” “Effective Care,” and being “Community Connected.”  Each of these criteria obviously affects patient care either directly or more indirectly as part of the community, but in order for a high level of performance to be sustainable in an agency, it must take the welfare of the providers themselves into account.

Part 4: Provider Culture

Protocols and Standards of Care are documents that describe what should be done for patients, however these actions must be implemented by the people who work for a service.  Since the quality of care (and even patient satisfaction) is exclusively implemented by these individuals, often in extreme conditions, it seems counter-intuitive that the jobs they fill are regularly listed in surveys of The 10 Most Underpaid Jobs.  Part of the reason the pay remains so low for a position that is so widely recognized as being critical by the public is that it is still seen as a vocation taught at community colleges and even high schools rather than as a profession.  In some cases, EMS is even treated as a certification that simply becomes a gateway to another job.

The demands on Emergency Medical Technicians (EMTs) and Paramedics is strenuous both physically and mentally.  Some statistics I have heard suggest that one in four EMS workers will suffer a career ending back injury within the first 4 years of service while others may last only 5 years before the accumulated stress becomes almost intolerable.  Those who make it longer often become jaded and cynical due in part to monotony or exposure to patients who seem to routinely abuse the system.  It is important that the culture of a highly performing EMS service not view an employee seeking help in dealing with stress as being weak but rather look to support that comrade through their feelings.  There are resources readily available to help EMS personnel facing burnout Learn to Cope with Stress.  From a very practical perspective, it is typically cheaper to retain a senior employee, even one facing issues, than it is to train a new hire in the organizational way of thinking.

Another real fear that EMS agencies should understand is the problem of complacency.   Disengaged employees cost the US economy around $300B year.  And worse yet, for EMS agencies, this behavior means lawsuits, bad press, patient dissatisfaction, and employee retention problems.  A service culture than promotes performance encourages positive role mentors at all levels.  It is important to pay attention to the characteristics of new hires and to personally examine what type of personality you bring to your organization.  The chart to the right highlights some important character traits to look for in potential employees as well as yourself.

There are two ways to look at the problem of employee satisfaction: is your service hiring the right sorts of people and are you the type of person that the service you actually want to work for is actively hiring?  If you don’t know what the criteria of a good employee are, here are 8 Qualities To Look For When Hiring A Responder.  But again, the other consideration is whether your service is a place with whom professional minded individuals are interested in working.  Here are  6 Culture Building Principles for Your Response Team that promote professional performance and loyalty within the organization.

Leadership is key to authority in any group.  Unfortunately, the only form of authority that can be confirmed on anyone is just “command.”  The role of “leader” must be earned.  True leadership comes from developing respect, not demanding loyalty.  It is developed through an understanding of the job you request others to perform and an appreciation for the way the tasks of that job are carried out.  A high performing EMS promotes a “just culture” where positive behavior is rewarded at least as much as poor behavior is reprimanded.

Just as their is no single “correct” model for EMS delivery, there is no single pattern of employee relations.  Professionally minded employees must find the right service provider culture for them.  Similarly, agencies should demand high performance from those who wear their uniform in order to instill pride both ways.

Posted in Administration & Leadership, Command & Leadership, EMS Health & Safety, EMS Topics, Funding & Staffing, Line of Duty, Training & Development

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What is “Performance” in EMS? Part 2

With the new year upon us I began to ponder what really constitutes a “High Performance EMS” and came up with several criteria.  I started this discussion by posting on “Response Time” and now want to bring in a second topic.

Part 2: Effective Care

While being effective in our care of patients should be an automatic criteria, I believe there is still plenty to say on the topic.  The American Heart Association re-evaluates its approach routinely to cardiac care every two years.  How often do we truly examine our practices in the “out-of-hospital” emergency care profession where we know that patient demand and provider skills are constantly changing?  In the past several months, I have seen articles challenging standard practices toward intubation and c-spine immobilization – basic tenets of our practice – but how many agencies have made any significant investigation toward change in these protocols?  For its part, The Army Awards Follow-On Contract for Autonomous Airway Management to Energid Technologies to create robots that can perform endotracheal intubation.  Before we answer the question of whether robots or people are better at ETI, shouldn’t we answer the question regarding efficacy of the practice for the patient or refine the scope of practice regarding it?  Similarly, other detailed questions are being raised like Is the 6-12-12 adenosine approach always correct?  Is the closest facility really the best facility and who is allowed to make the call of an appropriate destination when EMS strategy change gets heart patients faster care?  Is public perception or even financial reimbursement a more important driver?  Please don’t think I am just being cynical, I believe that the return of the tourniquet is a good example of evidence-based practice in practice.  While we don’t want to see protocols change like fashions, we need to avoid viewing them as sacred writings as well.

This next point may need to a separate topic altogether, but as an example of considering all parties involved, lets look critically at a new protocol that has been introduced at many agencies including the service where I work.  For cardiac patients requiring CPR, it is now to be done on-scene for at least twenty minutes or until ROSC.  If resuscitation attempts are ended, the body is left.  Just last night, I departed a scene of the cardiac arrest of a mother leaving her cyanotic body in the home with her husband and 5 yo daughter.    I admit that I was relieved not to have to transport, but I was equally mortified to leave the grieving family in that way.  Perhaps there isn’t always a good answer, but do we communicate the reasoning behind the decision or just the alteration of the  protocol itself?

In my mind, EMS personnel are consummate professionals.  But how does the system view these providers of emergency care?  I was involved in a serious debate recently over whether EMTs are qualified to place the pads for 12-lead ECGs to be transmitted for interpretation at a receiving facility.  I was surprised to find that there was any serious question.  Are we more concerned over maintaining a strict division of labor skills for the benefit of the provider even over the needs of a patient?  Think of the combined experience out there.  There are many innovative EMS personnel, who out of necessity (or extreme practice) create better “mouse traps” such as the REEL Splint or WauKboard for example.  Paramedics, EMTs, and even Medical First Responders must not be viewed simply as automatons that can only repeat protocol standards, but capable of some judgement within the limitations of their qualifications and skill level.  But whether it is the fault of EMS personnel who attempt to skate by with minimal effort or the cautious medical director who sees the wide disparity in knowledge (or more accurately “wisdom”) in the staff, many good professionals are being short changed.  It is our responsibility, whether an EMR or MD, to teach and even police, “our own”.  We must hold each other up to the standards we want to examined by and to guide our profession.

You are required to bring about the next generation of EMS, the so-called EMS 2.0 revolution by your actions.  EMS World recently published a article to help you move in that direction in their Quality Corner: How to Make Better EMS Providers.  Don’t view “professional” as a title, but as a calling to service in always providing “effective care.”

 

Posted in Administration & Leadership, Command & Leadership, EMS Health & Safety, EMS Topics, Funding & Staffing, News, Opinion, Patient Management, Training & Development

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Late for the Future

My friend Mike Ward, who I met as “FossilMedic“, asked a question in a blog post back on September 10 wondering aloud “What will the fire service look like by September 11, 2021?”  Well, a few of my fellow EMS bloggers took the challenge of answering that question.  In his blog post on the subject, Greg Friese presented a mixed bag of specific predictions as he also extended the question to include EMS as well as Fire in the query.  The gadget geek known as “UnwiredMedic“, or just Christopher Matthews to some, also quickly took up the challenge focusing on the advances in technology as he usually does in his post on “the closure of another anniversary“.  Finally, Bob Sullivan focused on his trademark patient perspective in discussing provider skills and training that will be common in his view of “EMS on 9/11/2021“.  I am quite late to the fray, but hope to join these friends in making my own prognostications from my own unique vantage point on improving the efficiency of EMS.

The way I see it, in another ten years we will be past most of the in-fighting we currently experience between firefighters and paramedics about who does what more effectively or efficiently.  I hope that by the 20th anniversary of the terrorist attacks we will finally recognize that the public is both the focus and financier of our efforts outstripping our desires for shiny equipment or promoting blind union allegiance.  We face the pressures today of a changing environment where a lack of volunteers is necessarily being replaced by paid staff increasing provider costs and an aging and increasingly unhealthy population is placing more demands on emergency resources.  All while, the very foundation of the heath care system is continually being overhauled with changes to well-established financial reimbursement incentives.  The fundamental change we will witness regarding the structure of provider agencies in coming years will not be a linear progression from today, but the enhanced variation of a “punctuated equilibrium” driven predominately by rising costs and demand that are clearly out of line with our commitment of resources.

The first ten years since 9/11/2001 saw unprecedented spending in public safety at every level raising debts nationally and locally.  Now we face an economy that cannot sustain current spending patterns and will demand increased efficiency along with the increasing efficacy of evidence-based treatments.  To get more from less, we must do better.  I believe we will see the advances in technology and education that others have predicted because it will prove to improve service, but we will also see consolidation of agencies along with increased specialization.  Medically focused professionals will handle the majority of medical calls.  Savings will be realized by integrating these medical responses with advanced medical providers given incentives to improve long-term health outcomes.

A future we need and can live with.  What do you see?

Posted in Administration & Leadership, EMS Topics, Funding & Staffing, News

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The Default Solution is Always More

My wife announced that there wasn’t enough money in the checking account again.  The obvious solution to her was that I simply needed to add more money to it each month and that the problem would then go away.  Any attempts on my part to question where the money is being spent is considered completely offensive simply on face value.  There are so many details that I would just not understand.  After all, I simply need to know that we are talking about meeting the needs of our family.  How could I even consider not addressing those needs?  Do I want a child to go without an education?  Without shoes or food?  It could happen she warns, if the funds are not provided.  Oh, and I can’t reduce the family size either by letting any of the kids (or even my wife) go.  Alright, maybe I took that analogy to an extreme there at the end, but replace my wife with the fire chief or union leaders, my kids with union firefighters, and make me a politician or simply the public and the story is replayed all over the country and even across the world.  ”If we don’t have more money, someone could die!”

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Posted in Administration & Leadership, EMS Topics, Firefighting Operations, Funding & Staffing, News, Vehicle Operations & Apparatus