Thursday, November 5, 2015

Team-Based EMS


Team-Based EMS
By Alan Perry
November 4, 2015

Introduction
What do you want to call it? “High Performance EMS”, “Pit Crew EMS”, “Code Team”, “insert cute name here”, it really doesn’t matter, these terms all convey the same meaning; an organized and efficient approach to patient care. Regardless of the name, it won’t just happen without some effort on the part of the system and the providers. I would like to explore some ways of dissecting it from a team and teamwork perspective. I am going to discuss the ideas and practice in this article in three phases; Understanding the idea and how to visualize it, Defining the priorities of scene and team management, and Illustrating application of the idea when applied to any given crew configuration. I want to present it this way so the material can be presented and absorbed in a way that builds from concept to technical skill, with the final product being integrated into a flexible and effective system.



Concept

Why a team approach is needed
Cardiac arrest treatment has become much more technical and precise; the data behind modern resuscitation tools and skills is solid and still building. Sudden Cardiac Arrest is one of the most studied pre-hospital medical emergencies. Building a solid team approach will allow your organization to maximize the use of your team, and the resources available to them, to improve patient outcomes.

The Coach and Players
All teams need a coach and players that are familiar with the game and the responsibilities and capabilities of their team mates. An EMS/Fire crew is no different. Coaches are strategist, know the strengths and weaknesses of their team, the disease process and the tools and tactics required to succeed.  Players know their area of responsibility and what performance goals must be met. Both are committed to the team’s success and a good outcome for the patient.

Planning to win
When working a code we should have a specific goal in mind, in the past we would be happy with simply regaining a pulse, we resigned ourselves to the likelihood that most would not survive, that is changing. It is becoming increasingly likely with our new tools and tactics, that victims will survive, not only survive, but remain neurologically intact and live normal lives. In some places survival rates from witnessed cardiac arrest are near 50%, clearly they play to win. Planning to win means that you are willing to commit your team to training with the tools and tactics that are proven to work, it will require going beyond simply knowing what to do, you must bring all the elements together multiple times and in multiple scenarios to build your teams confidence and competence. You will know you are there when the team can function calmly, flawlessly and smoothly in even the most difficult circumstance.

Building your play-book
To reach the level of play required for an elite EMS team, we will have to improve the way we train, deploy, act and recover. Training is not just something we do to deploy a new device, tactic or skill, it is something we must do constantly so the team can build routines, muscle memory and fine-tuned personal interactions. Deployment of new tools, tactics and skills must be preceded by training, reinforced and evaluated, to determine if the material has been delivered and retained. When we respond and act, we must practice that team-based approach that brings all of the technology and skill we possess into play to produce the best possible outcome for the patient. When we recover from these calls we must extol both the good and bad when we debrief, learning from both and discovering new ways to improve.

Technicalities

Understanding the Priorities during Cardiac Arrest

#1 Safety:        
From dispatch through recovery, you cannot help if you don’t get there or you or your crew is injured.

#2 CPR:          
By-stander CPR followed seamlessly by high quality uninterrupted CPR by EMS is proven to be the most beneficial action for patients in sudden cardiac arrest.

#3 Airway
Controlling the airway includes opening and sealing the airway with an ITD to improve circulation in cardiac arrest with CPR

#4 Defibrillation:
Cardiac arrest from ventricular fibrillation can be resolved quickly with counter shocks delivered as early as possible.

#5 Ventilation
Not a priority during the first 2 minutes, but necessary beyond that, delivered with BVM and capnography to guide patient care.

#6 IV Access & pharmacology
Also not an initial priority, establishes a route for IV fluids and pharmacological agents if indicated.

#7 Rule outs (H’s & T’s)
Finding and treating the cause of the arrest is at least as important as reversing the arrest to prevent re-arrest.

#8 Post care
The jobs not over after the patient regains a pulse; perform a 12-lead, employ pharmacology and electrical therapy to manage this very unstable patient, employ therapeutic hypothermia if permitted and indicated.

Team Roster
Safety-                      Individual (and entire team); senior officer, maintains scene security and safety, serves as patient and family advocate.
Coach-                   Team leader; senior paramedic or EMS supervisor – directs code after determining nature of call and indications for resuscitation.
Compression team- At least two persons to alternate compressing the chest wall, initially may be an individual until additional resources arrive, will alternate with airway team every 2 minutes.
Airway team-           At least two persons to manage airway and ventilations, initially can be an individual who secures airway seal with ITD until additional resources arrive, will alternate with Compression team every 2 minutes.
Defibrillator-          Specialist; exposes patient and applies defib pads, charges defibrillator, applies electrical therapy on command from lead once patient is cleared, connect capnography lead, applies additional electrodes and non-invasive monitoring tools when possible and acquires 12-lead if indicated.
IV access-                 Specialist; set up and establishes IO access, administers fluids and drugs PRN on direction of team lead. Assist with obtaining glucometry.
Pharmacology-        Specialist (ALS); assists team lead, obtains, draws, constitutes indicated medications, mixes drips, assist IV position with administration.

Integration
A model for initial team assignments

Position assignments are a tool that can assist your team in accomplishing complex tasks. In a work environment that frequently includes overtime and swing assignments with apparatus and crews we may not be familiar with. Standardized position assignments can help personnel and the organization achieve a higher level of performance in spite of staffing issues, and more complex treatment goals. One goal is to minimize the shift/station/apparatus variability that occurs as a normal process when crews find what works for them. This is fine if you know you will always be working with the same people on the same piece of equipment, but that seems to be the exception now rather than the norm. Another goal is developing a system for deploying and delivering more advanced tools and skills consistently and effectively. Consider that the practice of team-based EMS is already promoting teamwork and assigned roles in dealing with critical medical events like cardiac arrest. Because of the advantages, it seems reasonable that we could start practicing that way on every call to improve our performance and patient outcomes. We already apply these pre-assigned roles for firefighting activities, it should not be much of a stretch to apply it to EMS as well. Below is an outline model of how it might look, again it does not replace good decision making and must remain adaptable.

The Model Assignments for initial interventions
Alpha              (Officer)
•           Scene safety/Command/Communications with EDC
•           Patient/Family advocate
•           Assist with collecting patient information and history
•           Assist with staging equipment and manpower
•           Assume #2 CPR position during resuscitation if needed


Bravo               (Jumpseat)
            Lead EMS provider- first to patient – marks patient contact
•         Deploys with Tablet and monitor
•         Assesses patient and determines need for resuscitation
•         Primary patient assessment/interview/determine nature of call
•         Directs care of patient by crew
•         Documents interventions with accurate time stamps
•         Develops and communicates treatment plan to team
•         ALS performs procedures outside others scope of practice
•         Communicates with patient’s family and med control PRN

Charlie             (Jump seat)
•         Forcible entry if needed
•         Deploys with blue & red bags
•         Assumes #1 compressor position during resuscitation
•         Obtains patient vitals & physical exam
•         Procedures as directed by lead within scope of practice

Delta                (Driver)           
•         Deploys with drug & IV boxes
•         Assumes control of airway during resuscitation
•         Secure scene for incoming resources
•         Stage patient moving equipment
•         Procedures as directed by lead within scope of practice

ALS                 (any position)
•         If an ALS provider is assigned to a position other that Bravo/lead EMS provider, they will assume the role of the Bravo/lead EMS provider if the patient is presumed, or found to be in need of, ALS care and/or evaluation.




Summary       
Emergency medical services are increasingly driven by outcomes and the application of tools and skills with proven benefits. Delivery of these devices and skills requires greater organization and communication to produce favorable outcomes. The adoption of formal crew assignments and a team-based approach to EMS can produce more efficient and effective care and thereby improved outcomes. It is a new way of thinking for most but not one we are unfamiliar with.  Our daily activities, finances, team sports, card games and hunting all require strategy and tactics to produce a successful outcome. We can apply teamwork, new tactics and technology to deliver our services to save more lives and improve quality of life for survivors.


Ready? Set? Practice!!

Sunday, October 11, 2015

Wake up call

Wake up call
By Alan Perry
October 11, 2015


The Fire department acknowledges that it’s EMS SOP’s largely have not been updated since the consolidation of its Fire & EMS Divisions nearly 20 years ago. The rapid changes to the practice of EMS, including high performance EMS, crew resource management and position assignments brought a group together to re-evaluate and create operating guidelines for EMS, as well as develop training, deployment and feedback mechanisms. Our current guidance comes from the old SOP’s, a handful of Medical Directives and the regional EMS Protocols. Most other departments rely on these same mechanisms locally, nationally, there seems to be a tendency to develop agency/system specific protocols and SOG/SOP’s by agencies that find this lacking. This Department is pushing into new territory with its EMS activities, rapidly adopting practices and methods that have proven success with the goal of saving as many lives as possible with the latest science and technology. The regional protocols have not kept up, and the complexity of EMS operations has increased as well. The field forces are expected to keep up with these changes and be prepared to apply these new skills without any additional training resources being made available. The Department hopes that developing their own resources (protocols/ SOP’s/etc.) will give those in the field the resources they require to reference and be prepared to use these new tools.

A quick internet search reveals that there are many good models of EMS and agency specific protocols/ SOP’s & SOG’s. What I find lacking is training plans for communication to, instruction of, and feedback for providers. In fact it seems many departments, while communicating the requirements of maintaining certification and/or licensure to their providers are quite forthcoming, there is no reciprocal statement defining the agencies commitment or responsibility for training to its providers. While I am happy to embark on that task, I feel it will be futile since any attempt to compel even a willing organization to commit funding & staffing at any defined level will likely not be supported.

So, before I attempt anything like that, I ask that anyone with a similar circumstance take a moment and reply with their experience (especially if successful) so I can at least move forward with reasonable expectations.

Thanks,

Alan

Wednesday, October 7, 2015

Fire based EMS Position Assignments

PROPOSAL
Model Position assignments for fire units on EMS calls
By Alan Perry
October 7, 2015
Purpose
Position assignments are a tool that can assist your team in accomplishing complex tasks. In a work environment that frequently includes overtime and swing assignments with apparatus and crews we may not be familiar with, standardized position assignments can help personnel and the organization achieve a higher level of performance in spite of staffing issues and more complex treatment goals. One goal is to minimize the shift/station/apparatus variability that occurs as a normal process when crews find what works for them. This is fine if you know you will always be working with the same people on the same piece of equipment, but that seems to be the exception now rather than the norm. Another goal is developing a system for deploying and delivering more advanced tools and skills consistently and effectively. Consider that the practice of high performance EMS is already promoting teamwork and assigned roles in dealing with critical medical events like cardiac arrest. Because of the advantages, it seems reasonable that we could start practicing that way on every call to improve our performance and patient outcomes. We already apply these pre-assigned roles for firefighting activities, it should not be much of a stretch to apply it to EMS as well. Below is an outline model of how it might look, again it does not replace good decision making and must remain adaptable. Feedback welcome and encouraged, especially if you are already practicing some form of this.

The Model Assignments
Alpha             (Officer)
·       Scene safety/Command/Communications with EDC
·       Patient/Family advocate
·       Assist with collecting patient information and history
·       Assist with staging equipment and manpower
·       Assume #2 CPR position during resuscitation
Bravo              (Jumpseat)
·       Lead EMS provider- first to patient – marks patient contact
·       Deploys with Tablet and monitor
·       Applies defibrillator and directs resuscitation efforts during resuscitation
·       Primary patient assessment/interview/determine nature of call
·       Directs care of patient by crew
·       Documentation
·       Develops and communicates treatment plan to team
·       ALS performs procedures outside others scope of practice
·       Communicates with patient’s family and med control PRN
Charlie                        (Jumpseat)
·       Forcible entry if needed
·       Deploys with  blue & red bags
·       Assumes #1 CPR position during resuscitation
·       Obtains patient vitals & physical exam
·       Procedures as directed by lead within scope of practice
Delta               (Driver)          
·       Deploys with drug & IV boxes
·       Assumes control of airway during resuscitation
·       Secure scene for incoming resources
·       Stage patient moving equipment
·       Procedures as directed by lead within scope of practice
ALS                 (any position)
·       If an ALS provider is assigned to a position other that Bravo/lead EMS provider, they will assume the role of the Bravo/lead EMS provider if the patient is presumed, or found to be in need of, ALS care and/or evaluation.
Summary                       
Emergency medical services are increasingly driven by outcomes and the application of tools and skills with proven benefits. Delivery of these devices and skills requires greater organization and communication to produce favorable outcomes. The adoption of formal crew assignments can produce more efficient and effective care and thereby improved outcomes. It is a new way of thinking for most but not one we are unfamiliar with, team sports, card games and hunting all require strategy and tactics to produce a successful outcome. We can apply these tools to the delivery of our service, save more lives and improve quality of life for survivors. 

Tuesday, March 10, 2015

Debilitating Decision Delays

Deliberating Decision Delays
The performance pitfall perils of procrastinating for proof
By Alan Perry
3/8/15



In the era of evidence based best practices for the EMS and Fire services, we are beginning to accept that this ideal as the norm rather than the exception. Those holding the purse strings and writing policy are more often compelled to act based on evidence and proof of value before allocating resources. This is of course the most responsible and practical thing to do, but should this rule be applied to every decision we make? Is there still value in making decisions based on reasonable expectations? Does every project have to have some specific, measurable and obtainable outcome to have merit? If we are bound by this dictum we would all be hemmed up in a hopeless feedback loop of indecision every time we tried to do something new and unproven for which no “proof” exists. Someone actually has to do something before any proof or positive results can be found, and occasionally the outcome is not what we expect even if it is a positive one.

A perfect example is public education; fire prevention programs have a proven and documented history of success as declining fire events and related injuries can attest. Why then, do we have to prove that an injury/illness prevention program will work and establish a set of metrics to analyze it? The benefits of education and prevention programs go far beyond reducing injuries and illness, although those would be primary goals. The benefits generally translate into greater public support, better reactions to emergencies and participation in community health and safety, things that can be difficult to measure but can have a profound impact on the community’s resistance to emergencies of all types.

The same logic can be applied to integrating healthcare services and incorporating EMS systems into the patient care continuum. Start where you stand, do not be blinded by the wide array of possibilities. I assure you, that while you are doing your research and developing evaluation methods to measure your success, someone will be acting. EMS is not alone in this arena, hospitals, public health, health care systems and insurers are all looking for ways to improve their bottom lines while improving the quality of care for patients as mandated by the Affordable Care Act. Most traditional Fire and EMS systems are ill prepared to step into this fast paced arena using old management philosophies and insufficient resources compared to the other players.

In areas where diversity in delivery models is significant, consensus is the enemy. I’m not saying cooperation isn’t desirable or even preferred, I’m merely pointing out that while trying to mesh too many disparities it will be difficult if not impossible to reach a decision that will enable all parties to benefit and maximize the use of the resources they have. I have seen such attempts last for months if not years with no tangible results or even progress. Sometimes you have to take the tools you have, the resources you have, and use them to start pushing the ball forward.

The word I’m looking for is responsibility; as public safety professionals we have a responsibility to the citizen taxpayers to provide responsive and caring service, keep up with the state of EMS & Fire sciences, adopt and develop the most effective care and delivery practices, dedicate sufficient and appropriate resources to training and equiping our providers, and act with purpose when we know our system needs work. We can ill afford to attend another unproductive meeting or continue to conduct business as usual when that is not producing the change our services desperately need.

We have known for several years that routine back-boarding of patients is of no benefit, and can actually be harmful, why do we still do it? Narcan, in the hands of a first responders or bystanders saves lives, why don’t we permit it? Fire and EMS personnel are injured every week in vehicle accidents even though the evidence indicates priority responses have no proven relationship to patient outcomes, why do we run two, three or four vehicles lights and sirens to any EMS call? We know integration of healthcare and EMS benefits patients and the EMS systems involved, why have we not yet acted? These are just some examples of best practices that are delayed by our traditional decision making process. It is broken, it may be time to re-evaluate our command structures and seek a leaner more responsive model that is made possible by using modern communication tools.

As a test, try asking one of those questions of the person next in your chain of command. If you have a responsive and nimble organization that person should be able to answer the question directly and have the ability to effect an immediate change if needed. If you do not have a responsive nimble organization you will have to wait for an answer from the ivory tower, if you ever get a reply at all, it will likely not result in any change or further discussion of the matter. You can’t hold an individual responsible for that type of problem, it is cultural in nature, it is no wonder that when leaders of such organizations gather to address the need for change and new challenges facing them, they are hopelessly mired in the apparatus of consensus and “chain of command” decision making.

I don’t like putting stuff like this out there without trying to point us in the right direction for solving it, so here it goes;
·                       - Flatten the command structure.
·                        - Use the freed-up resources to allocate sufficient personnel to training and organization                          development.
·                        -Spread out authority and accountability for decision making.
·                        - Don’t be afraid to do the right thing.
·                         -Do it now

The Heart of High-Performance EMS

The Heart of High Performance EMS

By Alan Perry
3/10/2015

What makes a High Performance EMS system work? It’s not just the mechanics of the operations and program development, but also its culture –the people and attitudes that make it work. It is not new and innovative practices, advances in the field of mobile healthcare, a charismatic Chief Officer or a dedicated OMD. These are influential, however I doubt any system could effectively support that type of change and progression without the firm foundation of a strong and supportive organizational culture. If you examine the most proactive, progressive and respected organizations providing EMS in the nation; such as MedStar in Fort Worth, Texas, or The Richmond Ambulance Authority in Richmond, Virginia, you notice something very special right away. No one sitting in easy chairs watching TV, No sloppy facilities, everyone embraces, and can articulate the mission, goals and achievements of the organization, what is this? It is pride, empowerment and accountability, all things born out of a positive organizational climate. This is the foundation these organizations build upon to be leaders and innovators in Emergency Medical Services.


This is not an idea that can be mandated as a performance criteria on an evaluation, it must be supported throughout the organization by effective leadership, administration, training, logistical support, public relations, public education, medical direction and healthy relationships with allied professions in hospitals, public health and nursing. Several of the most effective systems sprang from collapse of failed delivery models, taking the opportunity to rebuild the EMS delivery system from the ground up to be focused on performance and delivery of quality care. Common features include an organization focused solely on delivery of EMS services and related health and public education programs, Dedicated dispatching facilities, training facilities on par with a good community college, a full-time OMD(s), In-house vehicle maintenance, supplies and logistical support, use of system status management and call prediction software, and a nearly flat organizational structure with liberal and frequent lateral communication. Such a design promotes rapid response to any threats or opportunities that present themselves, allowing the organization to be nimble and proactive in meeting the needs of the public and its providers.

These organizations value efficiency as their responsibility to patients and the general public. Efficiency improves patient care as much as it makes effective use of public funds, if they are used at all. Every aspect of EMS system design and delivery has been carefully thought through and implemented to maximize utilization, reduce waste, and maximize the use of precious resources. Providers are supported with adequate training, field support, and career progression. There is accountability and questions/problems are solved or addressed quickly. The cost of providing this type of service to traditional, Fire-based EMS or EMS-based Fire systems is not a monetary one; it may be the dismantling of existing command and management structures, and drastic changes to the organizational culture. This is the future of EMS, high-performance EMS is here to stay and is what the public and providers deserve.

Be Safe, AP

MedStar 911

Richmond Ambulance Authority

Wake County EMS

King County Medic One

Tuesday, March 3, 2015

My Visit to MedStar -The Phoenix in Fort Worth

The Phoenix in Fort Worth

What MedStar can teach us all.

By Alan Perry
3/1/2015


I chose to visit MedStar Emergency Medical services to examine what makes their system work, not just the mechanics of operations and program development, but also its culture –the people and attitudes that make it work. Some would suppose that I should be more interested in their high-performance EMS system or their advances in the field of mobile healthcare. These are compelling interest as well; however I doubt they would exist without a firm foundation.

My first impression came through a brief examination of their website and an email I sent to Matt Zavadsky, Public Affairs Director. I introduced myself and explained that I intended to visit their operations as part of another trip I was making to Dallas. I also requested some detailed information about their operations and how he thought a Fire-based EMS system might best proceed, as well as several other questions relevant to my regions unique EMS structure. I was pleasantly surprised to receive a reply within a day with detailed and unguarded answers to my questions. His very candid responses reinforced several things I already suspected and cleared up some misconceptions. This entire exchange set me off with high expectations.

MedStar EMS has a story that began with struggle, the Area Metropolitan Ambulance Authority was established in 1986, and was responsible for contracting ambulance services with vendors while maintaining infrastructure and communications assets. In 2005 after multiple months of poor performance from vendors, the authority cancelled the contracts and took on the responsibility of the daily operations. The rest is history; they took the opportunity to rise from the ashes, apply best practices for EMS delivery, refining and developing their system into the high-performance system that it is today -an ongoing process.

To make my visit official, I scheduled a ride-out with an EMS supervisor rather than an ambulance crew or the administrative tour, hoping to get into the nuts and bolts of the operation and have time to discuss the daily operations with mid-management. The MedStar facility is an impressive sight to behold, the afternoon I arrived was sunny and 60 with a light breeze, their beautiful facility on the top of a hill with the sun reflecting on the glass backlit the flagpoles on the front walkway.  I believe a figure of twelve million was mentioned in later discussion for the approximately 85,000 square foot facility. This facility houses the administrative offices, a training facility on par with a good community college, a state-of-the art dispatch center, an apparatus repair and maintenance shop, logistics & supply, break rooms, a quiet room, library, and a soon-to-be employee clinic. The facility also houses their supply vendor in a leased space. It’s hard to believe that this type of facility and operations require no taxpayer support. That’s high-performance the public can appreciate.

After a visitor pass was issued, I was escorted to the offices of the Shift Supervisors in the middle of the building, with the offices of the MIH medics and related support personnel. I rode with Brian White, a senior medic who worked his way up through the organization; he is well acquainted with the history and operations of the organization. In his position he manages scheduling of crews, filling holes, shepherding crews through their tours and responding to significant calls requiring additional personnel or equipment. I soon found that the location in the middle of the building was no accident and was representative of the organizations structure. The structure is nearly flat with frequent and liberal lateral communication; this seems to be what makes the organization so nimble at addressing new challenges and achieving such high efficiency. As Mr. White took me through the facility and introduced me to various staff members it became apparent the he was not the only one knowledgeable about the organization, everyone he introduced me to was eager to tell me about what they do and how the organization functions, the enthusiasm was truly contagious.

The administrative space houses the director’s offices, the billing staff, business development and the OMD’s offices in a very roomy and classy environment with lots of light and windows. The dispatch center is located in a separate space with multiple dispatch consoles, using Pro QA for medical call screening. Units are deployed using system status management and call prediction software that anticipates calls based on historical data. The number of units staffed is based on historical call volume and ranges from 22 units at night to 44+ during the day. Shifts are typically 12 hours with employees self-scheduling using E-pro net scheduler. Discipline is managed using the “just culture” model for serious events.

Logistics are housed on the ground floor and include supply and maintenance areas. A complete repair facility with full time technicians manages the repair and maintenance of the vehicles. A rigorous preventive maintenance program is in place that keeps the units productive and reduces maintenance cost through failure avoidance. A bin stocking system is used to uniformly stock each ambulance; the bins are inventoried, refilled and replaced at the end of every shift. A logistics vehicle is staffed to resupply units at the hospitals; it carries EMS supplies, oxygen, spare batteries and vehicle maintenance items. The supply room keeps two days of stock on hand; items are reordered and delivered via conveyor from the vendor housed on the second floor. As units return from their tours they are cleaned, washed and restocked by the logistics staff and placed back on the ready line. Units are garaged indoors when not in use.

Training facilities and training staff offices are in their own space away from operations, logistics and administration spaces. The spaces are comfortable and flexible for various types of instructional methods and classroom configurations. The AV equipment, computers, software and simulation aids are current or new reflecting the best technology available –on par with a good community college. The organization offers continuing education for providers in a classroom setting, certification programs for EMT through paramedic and MIH, and has its own AV production unit.  The training unit provides training to administrative and support staff as well.

It appears that efficiency is valued by the organization as its responsibility to its patients and the general public. Efficiency improves patient care as much as it makes effective use of public funds. Every aspect of EMS system design and delivery has been carefully thought through and implemented to maximize utilization, reduce waste, and maximize the use of precious resources. The cost of providing this type of service to traditional or Fire-based EMS systems is not a monetary one; it may be the dismantling of existing command and management structures, and drastic changes to the organizational culture. This is the future of EMS, high-performance EMS is here to stay and is what the public deserves from both a quality of care perspective as well as fiscal responsibility. I thank all the staff at MedStar for taking time to hear my questions, for caring and having the commitment to move the profession of EMS so far forward. Great job MedStar!


AP

Wednesday, February 11, 2015

Hidden Fire

Hidden Fire
Unseen threats to Emergency Services

By Alan Perry
February 11, 2015

Many a life and countless millions in losses can be attributed to the effects of hidden fire. These fires spread undetected, concealed in walls, floors and utility chases, destroying the structure and spreading to remote locations with catastrophic consequences. It is a threat every firefighter should know well and aggressively seek to identify, locate and extinguish before declaring a fire under control. This principal is an easy one to understand but also easy to overlook in the heat of battle. Many emergency services have similar threats to their ability to achieve their primary purpose and mission due to hidden threats within and outside the organization. Many appear well on the outside only to collapse under pressure when the underlying structure fails due to these “hidden fires”.

 The structural integrity of your organization can be compromised by inadequate training, poor morale, lack of public or political support, overextended resources, poor communication or any number of other threats and weaknesses you can name. The critical needs of the organization can be overlooked while distracted by ancillary programs, new services and trying to keep up with new trends. Some organizations seek out new responsibilities, programs and stature, enticed by State or Federal funding, setting up new services at the expense of those critical needs. I will argue that emergency services should do more to prepare for large scale events, integrate with more effective healthcare or cultivate needed specialized resources. These are all part of the public expectation and our mission just as the core services we provide are, there must be a balance between these “nice to haves” versus the “must haves”.

Identifying the threat or existence of the hidden damage is not difficult if you are in-tune with your organization. Objective quality control monitoring of your resources, human and physical, will give you the best and quantifiable evidence. Structural collapse rarely occurs without giving some evidence or clues to a developing problem, that’s why we sound floors and look for smoke and heat where it should not be. Similarly, problems within your organization will reveal themselves if we use common management tools to evaluate failures in our equipment, processes and personnel. Long standing problems will compound and accelerate the damage, like a hidden fire in a structure already weakened by termites.

To locate the source of this insidious damage we have to look at data, ask questions, and sincerely want to improve the situation without fear, or presumption, of what will be found. How effective are your firefighting operations? How reliable is your apparatus? How frequently do your providers deviate from operational or EMS protocols and SOP’s? Are there training issues? Funding issues? Do your personnel have the right tools and resources? Do they function well as a team? Are all concerns heard without reproach? These questions may reveal the symptoms; the cause may be well removed and must be located before it can be corrected and the damage stopped.

Stopping the destruction will require correction of the identified fault. It may also involve correcting other faults propagated elsewhere secondary to the origin. As with hidden fires, there will likely be extension to other parts of your organization. Your organizational culture can help you manage these shortcomings, or it may be decayed and damaged by the process itself. As with structures that are hopelessly corrupted by fire, the only solution may be demolishing it and rebuilding.  That would be an extreme outcome that will permanently alter the persona of the organization, but it would certainly give it the opportunity to rebuild the organization as it should be and on a solid foundation. An alternative that may be more appealing would be targeted restoration of affected components, like remodeling a kitchen, retaining the existing structure while upgrading the area in need, taking care to carefully examine other parts of the organization for weakness. So what kind of "house" do you want to inhabit? One with a solid structure, but perhaps without the fancy kitchen and showers, or a showplace that has cracked walls and creaking floors. Choose wisely.

Be Safe,

Alan

Friday, January 30, 2015

Salvation or Salesmanship?

Salvation or Salesmanship? A closer look at Impedance Threshold Devices.

By Alan Perry
January 30, 2015


Cardiac arrest science and outcomes have been changing at a rapid pace. New procedures and equipment have radically changed the way we approach these cases and have significantly improved the outcomes for victims in some locales. Techniques and equipment that are proven to be effective require training for the pre-hospital provider to apply them correctly and consistently. The Impedance Threshold Device (ITD) is one such tool. Although the device is deceptively simple to use, its basic function and correct application are not well understood by providers who have simply been instructed when and where to use it. ITD’s are not universally accepted as being effective or safe. Questions have been raised by independent researchers and the Federal Government about the validity of the claims of the manufactures supported research, implying that errors in study design, data collection or bias may be involved. It would seem that the ancient caveat of “buyer beware” still applies.

The basic selling point for these devices is that in the setting of cardiac arrest, the use of the ITD improves the return of blood the heart, thereby improving preload and stoke volume induced by effective CPR while reducing ICP. The mechanics of this are fairly simple; once the ITD is in place passive inspiration ceases due to the effective occlusion of the airway by the ITD, When the chest is compressed effectively the pressure expels blood from the heart and air from the lungs, when the chest recoils air cannot return to the lungs, this produces negative pressure within the chest wall which can assist blood in returning to the heart. In effect it sacrifices respiration for circulation. This would seem to be quite effective in a previously well oxygenated patient since the circulating blood presumably would still be carrying enough oxygen to postpone permanent damage to organs.

Questions about the research on, and use of ITD’s, are mounting and have merit. The Food and Drug Administration (FDA), in a draft document published May 6, 2014 to its Circulatory System Devices Advisory Panel posed questions about the research data, safety and effectiveness of the device. Among these questions some fundamental problems with the research were cited with the statement that the research does not support the assertion of improved survival if used alone with standard Cardiopulmonary resuscitation (CPR). The FDA’s Data Safety Monitoring Board (DSMB) found that the studies were not effectively blinded, that they excluded non-cardiac etiologies, and Emergency Medical Services (EMS) providers were not blinded at all. Additionally, the document asserted that the development of pulmonary edema was 30% more likely with ITD use, and that the manufactures should consider labeling to further define which patients are appropriate candidates.

Before we jump to any conclusions about ITD’s, whether they are effective, or just the latest gadget we have been sucked into buying, I think we should examine and consider what we know now. If you think it through, considering the evidence, what we know about the pathophysiology of cardiac arrest and the various co-morbidities, I think it can still be an effective tool if we consider the totality of our patient’s presentation and history and become more selective in the application of this tool. In the setting of a witnessed cardiac arrest, presumably a myocardial infarction or arrhythmia, the selection of the ITD to improve the effectiveness of CPR would seem to be beneficial, provided effective compressions and airway management are also present. Conversely, it would seem that a victim of cardiac arrest secondary to some other event such as a drug overdose or pulmonary edema which was primarily respiratory in nature would more likely benefit from aggressive ventilation with effective CPR to correct the hypoxia that precipitated the event.

Unfortunately, the ITD is not currently marketed or deployed with these considerations. I believe manufactures must be more diligent in conducting/supporting research that promotes patient safety over sales. The government regulators must be more diligent in reviewing the research and outcomes. Those responsible for applying new technology, devices, practices, protocol and training within the local jurisdiction must do their own research on them as well. We are taught from an early age to hear both sides of an argument before reaching a decision, to beware of products that sound to “too good to be true”. A thorough evaluation process that involves the providers who will be using these devices as well as a training program that imparts an appropriate level of understanding of the pathophysiology and mechanics of the devices is a must.

A more refined set of indications, contra-indications, and a better understanding of the pathophysiology involved by providers, as well as better refined protocols should led to more successes when using these devices and fewer complications for patients. I offer this example for consideration:



To bring it home, we have to ask ourselves about new things that are presented to us, evaluate them carefully and validate any claims made by any manufacturer or salesman. Be aware that shrewd companies may suppress negative information about their products or services on the internet, so information from this source may be unreliable or downright misleading. 


Be safe and do your research,
Alan





References:

Food and Drug administration, Data Safety Monitoring Board website:

A trial of an impedance threshold device

American Heart Association