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Increasing our sphere of influence through collaboration
GUEST EDITORIAL
Increasing Our Sphere of Influence Through Collaboration Jane Wynn, RN, President, Association of Air Medical Services
The major issue in today's health-care environment (in which the air medical industry is but a single dot in the spectrum) is the delivery of services in the most cost-effective manner. Simultaneously, the patient care services we deliver must be of the highest quality and as safe as we can possibly manage. This is one of those situations where you would like determine which comes first, the chicken or the egg? In other words, which is the higher priority, cost or quality? The reality is that we will not be allowed to prioritize these attributes, but will be required to produce both the chicken and the egg at the same time. One thing is certain: in order to develop safe, quality patient care in the most costeffective manner possible, there must be collaboration among all air medical professionals. For the Association of Air Medical Services (AAMS) to continue to lead the industry, it must pursue collaboration wherever and whenever possible. For the past two years I have brought the importance of collaboration to the forefront of the air medical transport industry. Along with the Board of Directors of AAMS, I have lead you through the following: 1) the development of operational and financial strategic plans; 2) efforts to bring the mid-year conference and board meetings together at the same time and place; 3) negotiating a limited partnership Air Medical Transport Conference; 4) creating a joint governmental relations program and agenda; and 5) developing the consensus position paper, "Air Medical Transport Systems as a Health-Care Integrator." (see pp. 405-406) I have stressed working together among our own associations (AMP& NAACS, NEMSPA, NFNA and 436
NFPA), and with other aviation-oriented, health-care organizations such as the International Society of Air Services (ISAS) and the Aerospace Medicine Association (AsMA). We have collaborated with other associations involved either directly or peripherally in health care, such as the International Fire Chiefs Association and with governmental r e g u l a t o r y bodies including the Federal Aviation Administration, the Occupational Safety and Health Administration and the Health Care Finance Administration. Why is this concept so important to the air medical component of the healthcare industry? Health-care providers are being "asked" to become more cost effective, just like all of industry and business. Two of the driving forces in the economics of the United States today are the needs to get the best product at the cheapest price, and to reduce the price while not reducing the quality. Dave Smith, president of American Euroc9Pter, has stated that "the environment we work in today calls for increased quantity and quality of service for no extra dollars." Unless we learn to live in this environment we will not survive. The Association of Air Medical Services and all other air medical organizations must embrace this same philosophy. The sad reality of today is that there are no extra dollars. In a very real sense, we are all competing for the same dollars from the air operators, manufacturers, product vendors, association members and supporting institutions. All of us want someone--the same someone--to support our cause: How do we produce a better product at a lower price? Everyone--administra-
tors, nurses, physicians, paramedics, pilots, mechanics, and communicators-must work together to be successful, but do so by tapping the available resources as little as possible. This allows the volume of products and services to be maximized, a concept known as "volume driven dollars." However, we can achieve this only through collaboration. I offer you a few possible examples of such collaboration. Our organizations can share in committee structures and membership. Already we share some management and office functions, and we may be able to increase our involvement here. We should produce more consensus documents. Ford Kyes, the incoming president of AAMS, is presenting the concept that we must critically examine our b u d g e t a r y process and consider alternative, nontraditional sources of revenue. As an AAMS member and the current president, I urge you to support him as he develops this approach. In closing my presidency, I bring to your attention the "Joint C o n s e n s u s Philosophy Statement" developed in November 1989 by the leadership of the air medical transport industry at that time. I urge the members and especially the leaders to renew its intent. Joint Consensus Philosophy Statement AAMS and NEMSPA, NFNA, NFPA November 2, 1989 The air medical transport industry is constantly faced with the dynamics of growth that challenge our assoc i a t i o n s - N a t i o n a l EMS Pilots Association (NEMSPA), National Flight Nurses Association (NFNA), National Flight Paramedics Association (NFPA) and the Association of Air Medical Service (AAMS). continued on page 438
Air Medical Journal 13:10 October 1994
continuedfrompage346
Combining association resources will benefit the entire air medical transport industry. Success for this industry and our respective associations is dependent upon our consensus agreement to work toward common goals. NEMSPA, NFNA, NFPA and AAMS each possess a unique niche in the air medical transport industry. This identity needs to be preserved in order to enable the association constituents to contribute and protect their special needs. A renewed "spirit" of cooperation has emerged between our associations. This "spirit" will promote growth and prosperity. The NEMSPA, NFNA, NFNA and AAMS pledge commitment to a harmonious relationship for nurturing cooperative solutions to the challenges that fact our industry. Collectively, NEMSPA, NFNA, NFPA and AAMS pledge to create and maintain a forum for the ex-
438
change of new ideas, create an efficient format for dissemination of information and dedicate efforts for research. Responsibility and accountability will be required of each association for joint cooperation, support and participation in the following areas: 1) enhanced organizational communications; 2) combined committee efforts on items such as standards, safety, aviation research, reimbursement, accreditation, and quality assurance; 3) enhanced communications with "outside" agencies; 4) provision of high quality air medical education; 5) support of aeromedical research; 6) shared services (to be defined); 7) address common agenda items (consensus). We present to all our memberships within the air medical transport industry a challenge to work in this renewed "spirit" of cooperation. By working collaboratively toward common goals, the air meal-
ical transport industry will enhance the services we provide to the patients we serve. It is the intent of the authors to disseminate this philosophy to each of the respective associations. Michael Burke,NEMSPA Thomas Grace, NFNA Dave Samuels, NFPA Frank Thomas, AAMS
Remember, a chain is only as strong as its weakest link. One can build strong individual links without producing a useful tool; it's only when the links are joined and pulling in the same direction that they can be used to effect change. We can make our dot in the health-care arena bigger and enlarge our sphere of influence by strengthening each other, and by pulling in the same direction. In a single word, we must collaborate.
Air Medical Journal
13:10 October 1994
Increasing Our Sphere of Influence Through Collaboration Jane Wynn, RN, President, Association of Air Medical Services
The major issue in today's health-care environment (in which the air medical industry is but a single dot in the spectrum) is the delivery of services in the most cost-effective manner. Simultaneously, the patient care services we deliver must be of the highest quality and as safe as we can possibly manage. This is one of those situations where you would like determine which comes first, the chicken or the egg? In other words, which is the higher priority, cost or quality? The reality is that we will not be allowed to prioritize these attributes, but will be required to produce both the chicken and the egg at the same time. One thing is certain: in order to develop safe, quality patient care in the most costeffective manner possible, there must be collaboration among all air medical professionals. For the Association of Air Medical Services (AAMS) to continue to lead the industry, it must pursue collaboration wherever and whenever possible. For the past two years I have brought the importance of collaboration to the forefront of the air medical transport industry. Along with the Board of Directors of AAMS, I have lead you through the following: 1) the development of operational and financial strategic plans; 2) efforts to bring the mid-year conference and board meetings together at the same time and place; 3) negotiating a limited partnership Air Medical Transport Conference; 4) creating a joint governmental relations program and agenda; and 5) developing the consensus position paper, "Air Medical Transport Systems as a Health-Care Integrator." (see pp. 405-406) I have stressed working together among our own associations (AMP& NAACS, NEMSPA, NFNA and 436
NFPA), and with other aviation-oriented, health-care organizations such as the International Society of Air Services (ISAS) and the Aerospace Medicine Association (AsMA). We have collaborated with other associations involved either directly or peripherally in health care, such as the International Fire Chiefs Association and with governmental r e g u l a t o r y bodies including the Federal Aviation Administration, the Occupational Safety and Health Administration and the Health Care Finance Administration. Why is this concept so important to the air medical component of the healthcare industry? Health-care providers are being "asked" to become more cost effective, just like all of industry and business. Two of the driving forces in the economics of the United States today are the needs to get the best product at the cheapest price, and to reduce the price while not reducing the quality. Dave Smith, president of American Euroc9Pter, has stated that "the environment we work in today calls for increased quantity and quality of service for no extra dollars." Unless we learn to live in this environment we will not survive. The Association of Air Medical Services and all other air medical organizations must embrace this same philosophy. The sad reality of today is that there are no extra dollars. In a very real sense, we are all competing for the same dollars from the air operators, manufacturers, product vendors, association members and supporting institutions. All of us want someone--the same someone--to support our cause: How do we produce a better product at a lower price? Everyone--administra-
tors, nurses, physicians, paramedics, pilots, mechanics, and communicators-must work together to be successful, but do so by tapping the available resources as little as possible. This allows the volume of products and services to be maximized, a concept known as "volume driven dollars." However, we can achieve this only through collaboration. I offer you a few possible examples of such collaboration. Our organizations can share in committee structures and membership. Already we share some management and office functions, and we may be able to increase our involvement here. We should produce more consensus documents. Ford Kyes, the incoming president of AAMS, is presenting the concept that we must critically examine our b u d g e t a r y process and consider alternative, nontraditional sources of revenue. As an AAMS member and the current president, I urge you to support him as he develops this approach. In closing my presidency, I bring to your attention the "Joint C o n s e n s u s Philosophy Statement" developed in November 1989 by the leadership of the air medical transport industry at that time. I urge the members and especially the leaders to renew its intent. Joint Consensus Philosophy Statement AAMS and NEMSPA, NFNA, NFPA November 2, 1989 The air medical transport industry is constantly faced with the dynamics of growth that challenge our assoc i a t i o n s - N a t i o n a l EMS Pilots Association (NEMSPA), National Flight Nurses Association (NFNA), National Flight Paramedics Association (NFPA) and the Association of Air Medical Service (AAMS). continued on page 438
Air Medical Journal 13:10 October 1994
continuedfrompage346
Combining association resources will benefit the entire air medical transport industry. Success for this industry and our respective associations is dependent upon our consensus agreement to work toward common goals. NEMSPA, NFNA, NFPA and AAMS each possess a unique niche in the air medical transport industry. This identity needs to be preserved in order to enable the association constituents to contribute and protect their special needs. A renewed "spirit" of cooperation has emerged between our associations. This "spirit" will promote growth and prosperity. The NEMSPA, NFNA, NFNA and AAMS pledge commitment to a harmonious relationship for nurturing cooperative solutions to the challenges that fact our industry. Collectively, NEMSPA, NFNA, NFPA and AAMS pledge to create and maintain a forum for the ex-
438
change of new ideas, create an efficient format for dissemination of information and dedicate efforts for research. Responsibility and accountability will be required of each association for joint cooperation, support and participation in the following areas: 1) enhanced organizational communications; 2) combined committee efforts on items such as standards, safety, aviation research, reimbursement, accreditation, and quality assurance; 3) enhanced communications with "outside" agencies; 4) provision of high quality air medical education; 5) support of aeromedical research; 6) shared services (to be defined); 7) address common agenda items (consensus). We present to all our memberships within the air medical transport industry a challenge to work in this renewed "spirit" of cooperation. By working collaboratively toward common goals, the air meal-
ical transport industry will enhance the services we provide to the patients we serve. It is the intent of the authors to disseminate this philosophy to each of the respective associations. Michael Burke,NEMSPA Thomas Grace, NFNA Dave Samuels, NFPA Frank Thomas, AAMS
Remember, a chain is only as strong as its weakest link. One can build strong individual links without producing a useful tool; it's only when the links are joined and pulling in the same direction that they can be used to effect change. We can make our dot in the health-care arena bigger and enlarge our sphere of influence by strengthening each other, and by pulling in the same direction. In a single word, we must collaborate.
Air Medical Journal
13:10 October 1994