- Email: [email protected]
NFNA: Change is constructive
ASHBEAMS Safety Congress Revisited
Dan Reich, President T h e r e a l w a y s s e e m s to be a lot happening in our industry and, of course, within the ASHBEAMS organization. I think you will soon see many of the results from the efforts of our committees and other organizational activities which have been ongoing or, in some cases, recently implemented. Fortunately, we are in the last stages of completing the data information format which will soon become a major and important source of gathering statistics and facts concerning emergency medical air service. The Safety Congress held in Dallas, Texas March 6-8, 1986 was an extremely beneficial and worthwhile meeting. Many of you have already received the report and summary of those 21/2 days, and there is a special report included in this edition of the AeroMedicalJournaL If you did not receive a summary or would like another copy, you m a y request one from the executive director of ASHBEAMS. 4
MAY/JUNE 1986
AI~,,I
I think it deserves repeating that the Safety Congress was only the beginning. We must each continue to maximize aircraft safety within our industry. If we can maintain the continued support and input of the EMS helicopter pilots, the Helicopter Association International, the m a n y EMS helicopter operators, NFNA, doctors, and administrators, ASHBEAMS will continue to provide a forum and a means for all of us to address and improve aviation safety in aeromedical operations. For many of you behavioral science enthusiasts, I am sure you can recognize the positive effect that mere observation and close scrutiny will have on EMS safety as a result of the Safety Congress. Combined with the immediate feedback to many programs from those who attended the congress and the subsequent report which was recently distributed, the Safety Congress has made a significant difference[ In continuing with this philosophy, we are coordinating a Safety Advisory Council under the direction of Wendy Biggar, western regional director. As part of the Safety Advisory Council, I would like to announce the appointment of Jan Roby as the new ASHBEAMS Safety Committee Chairperson who will assist Wendy in the coordination of this ongoing gathering. Jan is program director of Sky Care in Louisville, Kentucky and replaces Bill Crosby, who was the first ASHBEAMS Safety Committee Chairperson. Bill worked very diligently these last years, and m y sincere appreciation and that of all our members goes to Bill for his many efforts. Jan will be continuing with the responsibilities of the Safety Committee, and all those interested in working with her should call or write to: Sky Care, Inc., 217 East Chestnut, Louisville, Kentucky 40202; 502/587-4788. My next big effort involves the restructuring of the ASHBEAMSBoard of Directors to better represent the members of our organization. As I indicated at our last annual conference, following the expansion of our association to include four provider levels of members, I wish to develop a
structure that will allow representation of all those who are actively involved in aeromedical services. Within a few weeks, all members will receive m y recommendation which will be presented to the full Board of Directors at the regular July 11, 1986 board meeting in Dallas, Texas. As I have said, there are a lot of things going on in our industry and the future will be even more active and exciting. []
NFNA Change is Constructive
A d j u s t i n g to c h a n g e is never easy. Anticipating future changes and planning for the appropriate response can be even more difficult. The strategic planning process has become the process by which most organizations, small and large, attempt to accomplish this challenging task. This spring, beginning at the April NFNA Board of Directors Meeting, the board will lay the groundwork for an ongoing process of planning for the future needs of our organization and its members. Strategic planning is
Accreditation: Whose Job Is It? accomplished through five distinctive steps: 1. Development of a Mission Statement--the process of stating the organization's primary purpose. Fulfilling this purpose becomes the central focus of all planning and actions. 2. Environmental Scan--the process of identifying and assessing current and expected (future) outside forces affecting the organization. 3. Internal Resource Audit--this phase involves the careful identification and assessment of the organization's internal strengths and weaknesses both now and in the future. 4. Goals and Strategies Development-during this phase specific organizational goals are established. Various strategies to meet those goals are then formulated, evaluated and selected. 5. Action Plan/Implementation--this component involves the development of an incremental plan utilizing identified strategies to meet the mission and goals of the organization in recognition of factors identified in Numbers 1 and 3 above. Closely integrated with this process must also be sound financial planning. To this end, the NFNA Board of Directors will be developing a budget that will allow the organization to plan for our future financial needs while maintaining accountability to our membership. Through this journal and our quarterly newsletter, Across the Board, the NFNA board will continue to communicate the results of our planning process to the membership. As always, we welcome your support and input. In previous communications I have indicated m y convictions that the NFNA is a strong, young organization with outstanding support from its membership with m a n y challenges ahead. The key to being prepared to face those challenges is through sound, integrated, fiscal and strategic planning. Meeting the needs of our membership will undoubtedly provide better care to patients. Clearly this is the ultimate mission we must all keep in focus. Zll
by Karl Gills
Since t h e b e g i n n i n g of ASHBEAMS, quality service has been the ultimate objective of the organization. When the number of members was relatively small and programs were developed on essentially the same model, there was general consistency in the overall quality of service. With the growth and associated diversity in program structures, control and operators, the similarity in programs can no longer be assumed. Members are becoming concerned that voluntary compliance with ASHBEAMS' standards may no longer be enough to assure that all members are, in fact, living up to them in practice. The call from some members for an accrediting body is a direct result of a desire to continue the level of quality service that has enabled the industry to grow and become an accepted part of the emergency medical services community. The question identified in the title was raised during one of the sessions at the ASHBEAMS annual conference in Reno last year. The session was prompted by the increasing number of people who seemed to be calling for such action. The ASHBEAMS Board of Directors hoped to use this forum to get additional feedback as to how the overall membership felt about the issue. Two representatives from longtime ASHBEAMS member programs presented opposing views. Nick Piper from the Life Flight program at St. Joseph's Hospital in Omaha addressed the group, taking the position that ASHBEAMS should become the accrediting body for the aeromedical industry. He took the position that the growth and diversity which has developed in the industry creates a situation that requires an official and active monitoring agency, and if ASHBEAMS does not take the responsibility, someone else will. He stated that he felt it better to develop internally controlled quality mechanisms before an outside body is granted the role. He went on to present a means by which ASHBEAMS could accomplish the goal of accrediting its own members. The mechanism presented was similar to that
Karl Gills, immediate past president of ASHBEAMS, is currently the senior vice president of the North Colorado Medical Center in Greeley, CO.
used by the JCAH as it visits hospitals for its accreditation program. It would include the use of regional ASHBEAMS members, trained in evaluation practices, making visits to programs and conducting on-site inspections for compliance with the standards. A key point in the plan was the use of persons who had common training in order to bring consistency to the process. An opposing viewpoint was forwarded by Don Stamper from the Staff of Life Program at the University of Missouri Hospitals and Clinics in Columbia. Stamper was in general agreement that a mechanism was needed to assure that quality services carried the ASHBEAMS' membership designation. He did not feel, however, that it was the role of ASHBEAMS to be directly involved in the onsite monitoring of its members. He cited several factors for his argument. First was the lack of expertise in this area. While agreeing with Mr. Piper that consistency and objectivity were necessary, he felt that ASHBEAMS members currently had no such expertise, and that as part-time surveyors it would be difficult to develop and retain. He cited the sometimes rapid change in faces at the conference due to changing jobs and responsibilities as evidence that maintaining a stable group of surveyors could be difficult. Stamper also reminded us of the massive preparation that our hospitals go through before a visit by the JCAH. He questioned whether or not a mere visit by a "surveyor" from ASHBEAMS or any similar organization would show the true picture of what actually takes place AMJ
MAY/JUNE 1986
5
Dan Reich, President T h e r e a l w a y s s e e m s to be a lot happening in our industry and, of course, within the ASHBEAMS organization. I think you will soon see many of the results from the efforts of our committees and other organizational activities which have been ongoing or, in some cases, recently implemented. Fortunately, we are in the last stages of completing the data information format which will soon become a major and important source of gathering statistics and facts concerning emergency medical air service. The Safety Congress held in Dallas, Texas March 6-8, 1986 was an extremely beneficial and worthwhile meeting. Many of you have already received the report and summary of those 21/2 days, and there is a special report included in this edition of the AeroMedicalJournaL If you did not receive a summary or would like another copy, you m a y request one from the executive director of ASHBEAMS. 4
MAY/JUNE 1986
AI~,,I
I think it deserves repeating that the Safety Congress was only the beginning. We must each continue to maximize aircraft safety within our industry. If we can maintain the continued support and input of the EMS helicopter pilots, the Helicopter Association International, the m a n y EMS helicopter operators, NFNA, doctors, and administrators, ASHBEAMS will continue to provide a forum and a means for all of us to address and improve aviation safety in aeromedical operations. For many of you behavioral science enthusiasts, I am sure you can recognize the positive effect that mere observation and close scrutiny will have on EMS safety as a result of the Safety Congress. Combined with the immediate feedback to many programs from those who attended the congress and the subsequent report which was recently distributed, the Safety Congress has made a significant difference[ In continuing with this philosophy, we are coordinating a Safety Advisory Council under the direction of Wendy Biggar, western regional director. As part of the Safety Advisory Council, I would like to announce the appointment of Jan Roby as the new ASHBEAMS Safety Committee Chairperson who will assist Wendy in the coordination of this ongoing gathering. Jan is program director of Sky Care in Louisville, Kentucky and replaces Bill Crosby, who was the first ASHBEAMS Safety Committee Chairperson. Bill worked very diligently these last years, and m y sincere appreciation and that of all our members goes to Bill for his many efforts. Jan will be continuing with the responsibilities of the Safety Committee, and all those interested in working with her should call or write to: Sky Care, Inc., 217 East Chestnut, Louisville, Kentucky 40202; 502/587-4788. My next big effort involves the restructuring of the ASHBEAMSBoard of Directors to better represent the members of our organization. As I indicated at our last annual conference, following the expansion of our association to include four provider levels of members, I wish to develop a
structure that will allow representation of all those who are actively involved in aeromedical services. Within a few weeks, all members will receive m y recommendation which will be presented to the full Board of Directors at the regular July 11, 1986 board meeting in Dallas, Texas. As I have said, there are a lot of things going on in our industry and the future will be even more active and exciting. []
NFNA Change is Constructive
A d j u s t i n g to c h a n g e is never easy. Anticipating future changes and planning for the appropriate response can be even more difficult. The strategic planning process has become the process by which most organizations, small and large, attempt to accomplish this challenging task. This spring, beginning at the April NFNA Board of Directors Meeting, the board will lay the groundwork for an ongoing process of planning for the future needs of our organization and its members. Strategic planning is
Accreditation: Whose Job Is It? accomplished through five distinctive steps: 1. Development of a Mission Statement--the process of stating the organization's primary purpose. Fulfilling this purpose becomes the central focus of all planning and actions. 2. Environmental Scan--the process of identifying and assessing current and expected (future) outside forces affecting the organization. 3. Internal Resource Audit--this phase involves the careful identification and assessment of the organization's internal strengths and weaknesses both now and in the future. 4. Goals and Strategies Development-during this phase specific organizational goals are established. Various strategies to meet those goals are then formulated, evaluated and selected. 5. Action Plan/Implementation--this component involves the development of an incremental plan utilizing identified strategies to meet the mission and goals of the organization in recognition of factors identified in Numbers 1 and 3 above. Closely integrated with this process must also be sound financial planning. To this end, the NFNA Board of Directors will be developing a budget that will allow the organization to plan for our future financial needs while maintaining accountability to our membership. Through this journal and our quarterly newsletter, Across the Board, the NFNA board will continue to communicate the results of our planning process to the membership. As always, we welcome your support and input. In previous communications I have indicated m y convictions that the NFNA is a strong, young organization with outstanding support from its membership with m a n y challenges ahead. The key to being prepared to face those challenges is through sound, integrated, fiscal and strategic planning. Meeting the needs of our membership will undoubtedly provide better care to patients. Clearly this is the ultimate mission we must all keep in focus. Zll
by Karl Gills
Since t h e b e g i n n i n g of ASHBEAMS, quality service has been the ultimate objective of the organization. When the number of members was relatively small and programs were developed on essentially the same model, there was general consistency in the overall quality of service. With the growth and associated diversity in program structures, control and operators, the similarity in programs can no longer be assumed. Members are becoming concerned that voluntary compliance with ASHBEAMS' standards may no longer be enough to assure that all members are, in fact, living up to them in practice. The call from some members for an accrediting body is a direct result of a desire to continue the level of quality service that has enabled the industry to grow and become an accepted part of the emergency medical services community. The question identified in the title was raised during one of the sessions at the ASHBEAMS annual conference in Reno last year. The session was prompted by the increasing number of people who seemed to be calling for such action. The ASHBEAMS Board of Directors hoped to use this forum to get additional feedback as to how the overall membership felt about the issue. Two representatives from longtime ASHBEAMS member programs presented opposing views. Nick Piper from the Life Flight program at St. Joseph's Hospital in Omaha addressed the group, taking the position that ASHBEAMS should become the accrediting body for the aeromedical industry. He took the position that the growth and diversity which has developed in the industry creates a situation that requires an official and active monitoring agency, and if ASHBEAMS does not take the responsibility, someone else will. He stated that he felt it better to develop internally controlled quality mechanisms before an outside body is granted the role. He went on to present a means by which ASHBEAMS could accomplish the goal of accrediting its own members. The mechanism presented was similar to that
Karl Gills, immediate past president of ASHBEAMS, is currently the senior vice president of the North Colorado Medical Center in Greeley, CO.
used by the JCAH as it visits hospitals for its accreditation program. It would include the use of regional ASHBEAMS members, trained in evaluation practices, making visits to programs and conducting on-site inspections for compliance with the standards. A key point in the plan was the use of persons who had common training in order to bring consistency to the process. An opposing viewpoint was forwarded by Don Stamper from the Staff of Life Program at the University of Missouri Hospitals and Clinics in Columbia. Stamper was in general agreement that a mechanism was needed to assure that quality services carried the ASHBEAMS' membership designation. He did not feel, however, that it was the role of ASHBEAMS to be directly involved in the onsite monitoring of its members. He cited several factors for his argument. First was the lack of expertise in this area. While agreeing with Mr. Piper that consistency and objectivity were necessary, he felt that ASHBEAMS members currently had no such expertise, and that as part-time surveyors it would be difficult to develop and retain. He cited the sometimes rapid change in faces at the conference due to changing jobs and responsibilities as evidence that maintaining a stable group of surveyors could be difficult. Stamper also reminded us of the massive preparation that our hospitals go through before a visit by the JCAH. He questioned whether or not a mere visit by a "surveyor" from ASHBEAMS or any similar organization would show the true picture of what actually takes place AMJ
MAY/JUNE 1986
5