Emergency Medical Transportation Resource Deployment Case Study

codes to be nationally accepted in crucial when dealing with different hospitals. Let's say you are an individual that was out of town, got

A visit to the emergency department (ED) is usually associated with negative thoughts by most people. It creates preconceived images of overcrowded waiting rooms and routine long waits for treatment (Jarousse, 2011). From 1996 to 2006, ED visits increased annually from 90.3 million to 119.2 million (32% increase). During this same time period, the number of EDs has declined by 186 facilities creating the age old lower supply and greater demand concept (Crane & Noon, 2011). There are many contributing factors that have led to an increase in ED visits. A few of these key drivers include lack of primary care access, rising of the uninsured population, dwindling mental health services, and the growing elderly

The activation and staffing of physical and web based emergency operations centers (EOC), provides situational awareness and warnings that support ongoing hazard prevention and protection efforts during disasters. Additionally, it requires continuous coordination between multiple agencies. In order to ensure that the EOC is effective it must be able to incorporate survivability, security, sustainability, interoperability, and flexibility. In 2012, the Federal Emergency Agency (FEMA) established and activated its National Business Emergency Operations Center (NBEOC) twice, with the most recent disaster being Hurricane Sandy. Did the federal governments web based NBEOC demonstrate organizational excellence before, during, and after Sandy? To

Furthermore, we analyze the Red Cross’s tactics to shelter, housing, and relocating the Red Cross used to effectively deliver services to their clients using the six Core Tasks of Case Management during the Katrina Emergency and in what ways they failed at the task to follow the human service guideline.

Oncor electric is a regulated distribution and transmission business of the private sector and owned by a limited number of investors. Oncors’ responsibility is to deliver reliable and safe electricity to the private sectors, so they can have the power to maintain productivity by keeping the backbone of our economy (oncor 2012). We are known as the “poles and wires” infrastructure company, we manage our business like the private sector does and our company invests in the latest technology and by putting our employees and customers first. When restoring outages due to large storms or natural disasters we respond quickly and safely to restore power to the critical infrastructure. Electric service providers are required to notify the Commission’s Emergency Management Response Team (EMRT) to be involved in the event of a major emergency and natural disaster that occurs such as hurricanes and ice storms (puc.texas.gov 2009). With the EMRT, they help to coordinate power restoration while communicating regularly with any affected electric service providers before, during, and after an event.

The organization that I have selected is the 911 dispatch center that I worked for prior to my retirement (sadly I am not permitted to identify it). The work at the dispatch center entails answering and processing both emergency and non-emergency phone lines and dispatching local agencies for both emergent and non-emergent calls for service. The features of the BMG that I will be looking at for this paper are the development and assignment of the organization's daily routines and the organization's socialization procedures.

In the World of EMS and Fire, specific means of measuring and establishing goals are a necessity to maintain a positive revenue stream and operational budget. For example, “Unit Hour Utilization” (UHU). UHU measures the work load levels in a defined ambulance system status. UHU’s is calculated by dividing the number of transports generated in a set time frame by the number of unit hours it is required to make those transports possible with a fully equipped and staffed ambulance (Unit Hour Utilization, 2012, p. 1). For example, ten ambulances operating in a twenty-four-hour period generate 120 transport, the UHU would equal 120 means of transport /240-unit hours equaling a 0.5 UHU. The more transports that occur in the set amount of time

Event Maps and this document will be placed throughout the event area at various locations.

EMS organizations also have their contract options for funding. According to the Centers for Medicare and Medicaid Services (2013), they developed a fee schedule for ambulance services, in order to contain costs. This schedule is written into a contract. Many patients that are transported by ambulance are Medicare beneficiaries. The government will only reimburse the companies for services rendered during transport, unless contraindicated by the patient’s medical condition. There are codes associated with treatment that either replace or supplement ICD-9 codes. The fee schedule also corresponds with BLS and ALS levels of care, rating treatment from routine to complex (Brennan, 2012). Private insurance companies like Blue Cross Blue Shield include ambulance services for their patients when other transportation would otherwise harm the patient. Cities and hospitals create contract agreements with private ambulance companies for services.

Emergency Operations Plan University Health Services Emergency Management Programs, Policy, and Planning Trenton Pearson 7/11/2016   Emergency Operations Plan University Health Services 960 Learning Way, Tallahassee, FL 32306 Phone - (850) 644-6230 July 11, 2016 Table of Contents Promulgation -------------------------------------------------------------------------------------- ii Record of changes -------------------------------------------------------------------------------- iii Record of distribution ---------------------------------------------------------------------------- iv Signature page ------------------------------------------------------------------------------------- v

As the first organization in Missouri to implement Priority Based Budgeting, prior to their administrative review each department head is encouraged to perform a review of programs offered by their department and to establish what programs are not meeting the results identified by the board. The purpose of this process is to allow for reallocation of resources to programs that are determined to need more funding, in place of simply incrementally increasing the departmental line item budget. Aside from simply eliminating the programs that are not achieving desired results, the directors are encouraged to develop solutions to how the identified programs may perform more efficiently. Examples include identifying programs that may be:

This research paper looks at the National Disaster Medical System (NDMS). The National Disaster Medical System is a federally coordinated system that helps build the nations medical response capability during major medical or public health incidents that states and local communities cannot handle by themselves (USDHHS, 2015). The research in this article draws upon the history of the establishment of NDMS, and how other hospital teams were first created. The focus of this paper is to explain the goals, mission statement, objectives, and funding of the NDMS. The final section of this paper will explain how the NDMS fits into Emergency Management at the state and local levels, and explain all the different teams in NDMS medical and health professionals can sign up for.

You found the data report the state sent out as part of the pilot confusing. The report painted a skewed picture as there were data elements you were not able to enter. There are also lack of clear definitions of the indicators to be reported upon. For example, scene time, should it only include the time from ambulance arrival to ambulance departure, or should it also include the time when an EMT responds directly to scene.

The benefits received by automating the fleet maintenance records will have numerous impacts on the entire organization. Some of the most obvious benefits will be that drivers will no longer need to find paperwork to determine when routine maintenance is required, accounting can forecast costs more accurately, and management will be able to assess vehicle needs, such as estimating when new equipment is required and when a tractor or trailer needs to be retired. Uniformity is another benefit. Today each facility creates individual reports. With the installation of the database, report generation will be automatic and will contain real-time data. The most requested reports to date are DOT Inspection Reports, Lube/Service Interval Reports, Common Failure Analysis, and Operating Trend Analysis.

Your trip data reflects that you scheduled transportation to attend a 7:45 am appointment. You were given a 5:45 am estimated pick-up time, and a 1:30 pm pick-up time for the return trip.