During the past 30 years, emergency medical services (EMS) in the United States have experienced explosive growth. The American health care system is now transforming, providing an opportune time to examine what we have learned over the past three decades in order to create a vision for the future of EMS. Over the course of several months, a multidisciplinary steering committee collaborated with hundreds of EMS-interested individuals, organizations, and agencies to develop the EMS Agenda for the Future. Fourteen EMS attributes were identified as requiring continued development in order to realize the vision established within the Agenda. They are integration of health services, EMS research, legislation and regulation, system finance, human resources, medical direction, education systems, public education, prevention, public access, communication systems, clinical care, information systems, and evaluation. Discussion of these attributes provides important guidance for achieving a vision for the future of EMS that emphasizes its critical role in American health care.
Local advanced life support (ALS) medical directors in North Carolina choose the skills and medications they want utilized in their jurisdiction from a list of options authorized by the State Board of Medical Examiners. We surveyed all 35 medical directors of paramedic providers in the state to determine which optional skills and medications local medical directors allow to be used and, therefore, how they tailor their prehospital practices. Information concerning the urban or rural status of the paramedic service area, annual call volume, and the specialty classification of the medical director also were obtained.All of the medical directors surveyed responded. Twenty-one (60%) of the paramedic service areas were rural and 14 (40%) urban. Twenty-three physicians (66%) listed emergency medicine as their primary specialty. Annual call volumes ranged from 580 to 33,500. Skills allowed by >80% of the medical directors include: drawing blood, insertion of esophageal and endotracheal airways, defibrillation, cardioversion, and initiation of intravenous fluids prior to hospital contact. The majority permit the administration of bretylium, dopamine, NaCl injection, sodium bicarbonate, furosemide, sublingual nitroglycerin, diazepam, diphenhydramine, and morphine. The majority do not allow the use of positive-pressure ventilators and do not allow administration of dobutamine, nifedipine, procainamide, propranolol, local procaine, isoetharine, metaproterenol, nitroglycerin paste, 10% dextrose solution, methylprednisolone, mannitol, phenytoin, meperidine, or nitrous oxide. Nitroglycerin paste and dexamethasone were significantly (p<.05) more likely to be allowed in rural than in urban areas. No differences in utilization by medical director specialty classification or call volume were detected. The results suggest that, when given a choice, local ALS medical directors select a limited prehospital practice. Further study is warranted to determine why available skill and medication options are not utilized.
In the traditionally male‐dominated industry of engineering and construction, CH2M HILL provides a model for advancing female employees to achieve business success. The Women's Leadership Initiative uses the company's long‐standing inclusive workplace to accelerate women's advancement and includes internal and external components, including Women's Network Chapters, Women's Leadership Summits, and outreach to philanthropic and community organizations. Since the initiative was launched in 2003, women's representation in CH2M HILL senior leadership positions such as business unit heads, geographic region leaders, and top managers has increased from 2.9 to 18%. The Women's Leadership Initiative illustrates the strong business case for supporting women's advancement to leadership and demonstrates that businesses can benefit from fresh thinking and commitment to making women in the workplace a top priority. The initiative has been so successful that it now provides a model for other workforce diversity efforts, both in the engineering and construction sectors as well as other industries.
New York's primary public safety answering points are not currently ready to provide wireless enhanced 911 service, and the cost for achieving readiness could be as high as 20 million dollars.
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