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ems report form training manualFor a better experience using CCHS website, please upgrade to a modern browser listed on your right. Hospitals play a critical role in assuring 9-1-1 ambulances are available for the next 9-1-1 call. Access to timely APOT reporting is known to improve ambulance patient offload times while recognizing facilities that perform at consistently high levels. To start the system entry process please select the appropriate form(s) below and follow the instructions on the form. Once your form(s) and required documentation are processed; you and your member agency will receive a letter allowing you to function in the PAEMS System. You may not function until you receive the system entry letter. This responsibility cannot be transferred to your agency, training officers or another individual. In other words, if you do not get the required paperwork submitted on time, you will be responsible for any late fees and you could lose your license. Each individual provider is responsible to know when their license expires. When you receive the notice, you must: Print any changes on the lines provided. Print your license expiration date under Due Date, your nine digit license number under ID Number, your legal name, address, city, state and zip code in the space on the upper left portion of the form and complete as in step 1 above. Each CPR card represents 3 hours of CE to a maximum of 6 hours in four years (3 hours every two years). Cards must be American Heart Association Healthcare Provider Course (including AED), or equivalent. Included with this notice will be a copy of the electronic transaction card submitted to IDPH. Please check name, license, level of license, expiration date and address for correctness. Notify the EMS office immediately if any errors are found. Notify the EMS office if you do not receive this notice. If within 30 days of submitting your re-licensure paperwork to the EMS office, you have not received your new license, contact the EMS office immediately.http://www.atwoodgroup.ca/atwoodtechnology/userfiles/dfi-lanparty-ut-x48-manual.xml

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Submitting your re-licensure information to the Peoria Area EMS System Office less than 30 days prior to the expiration of your license may result in late submission of your re-licensure request and the requirement for you to pay the fifty-dollar late fee to the Illinois Department of Public Health. The Illinois Department of Public Health requires providers functioning on an ambulance to have a current license. You should submit your re-licensure information in a timely manner to allow for processing. In order to make this process work, we need your cooperation in submitting the appropriate documentation in a timely manner. Some enhanced features will not be available until JavaScript is enabled.Winners are selected by a statewide committee of career, volunteer, and commercial EMS clinicians. Check the latest service updates and restrictions at our COVID-19 resource center Please submit billing inquiries for follow-up or pay your bill online To achieve this, AMITA Saint Francis has joined with Oakton Community College to form a paramedic program that far surpasses the minimum standards of paramedic education and offers our students the opportunity to earn college credit hours. Even simple tests such as blood glucose testing and monitoring fall under the CLIA requirements. Fortunately, those simple tests that are commonly performed on EMS units qualify for a CLIA Certificate of Waiver. Effective September 1, 2004, EMS Providers will be responsible for securing and maintaining a current CLIA Certificate of Waiver. This applies to any firm using glucometers or other devices to test blood or other patient fluids. Patches may be reproduced but may not be altered in any way The rosters on this page are provided in PDF and Excel, a format that can be downloaded, saved and manipulated on your computer. Making changes to a downloaded file will not result in any changes to the posted rosters, which are stored on our secure web server.http://ambalaagro.com/userfiles/dfi-lanparty-x48-manual.xml The rosters are updated infrequently (generally, on a quarterly basis), and each roster lists the date it was created. The unzipped file is the one you will use. Select the file you wish to download by placing your pointer over the file name and double-click with your left mouse button. Save the file to a directory that you select. Open Windows File Manager or Windows Explorer. Go to the directory in which you placed the file. Find the file name that you saved. You must expand the contents of this file. Place your pointer over the file name and double-click with your left mouse button. This will open the file. Press the F5 function key on your keyboard. Your new file will now be listed. Your new file is ready for use. These forms are reviewed and updated periodically. (Please note that the license application forms for EMT, AEMT, Intermediate, and Paramedic licensure and for Emergency Medical Responder Certification have been redesigned into one form.) Form WKC 8165 is sold in quantities of 25. On the DOA Document Sales website, search for SKU number SBD10781. The initial purpose of this project was to create a standardized statewide repository of EMS data. The goal was to provide a cost effective way to collect EMS patient care and hospital trauma data, allow access to a records management system for smaller LEMSAs that could not afford their own system and support a mechanism for the reporting of information to the National Emergency Medical Services Information System (NEMSIS) for national benchmarking. EMS data has not traditionally included in the HIE. This pilot project demonstrated how EMS data could be integrated with other provider’s healthcare data in HIE so EMS data could be viewed as well. The project included the planning, development, implementation and testing of the infrastructure that was required for the eventual integration of EMS data in the HIE.http://fscl.ru/content/boss-me-20-manual 2015 NACo Awards ICEMA receives three NACo Achievement Awards for innovative and money-saving programs from the National Association of Counties (NACo). The awards were for the following programs: Medical and Health Operational Area Coordinator (MHOAC) Program: The program provides detailed guidance to the Inland Counties Emergency Medical Agency, Department of Public Health, and Department of Behavioral Health staff responding to medical and public health emergencies. It follows the principles of the Incident Command System, the National Incident Management System, and California’s Standardized Emergency Management System. The MHOAC Program is based on guidance described in the California Public Health and Medical Emergency Operations Manual adopted in July 2011 by the California Department of Public Health and the California Emergency Medical Services Authority. Continuation of Specialty Care Program: Trauma, stroke and heart attack represent a significant consequence to health and remain three of the top 10 causes of serious injury and death in the United States. Considering the diversity of the geography and the remoteness of many areas of the county, accessing specialty medical care for specialized treatment is often difficult. The ICEMA Continuation of Specialty Care Program is designed to deliver these patients to a hospital with specialized services since rapid and definitive care at a specialty care center often means the difference between survival, lifelong disability or death. The improvement in time to treatment reduces morbidity and mortality and improves the quality of services provided to residents and visitors. EMS Credentialing Portal: ICEMA implemented a paperless online EMS Credentialing Portal to complete credential applications from any location at any time. Emergency medical services personnel are credentialed by ICEMA to practice in San Bernardino, Inyo and Mono counties.https://elitesoftsolutions.com/images/a-manual-for-writers-8th-edition-pdf.pdf The credentialing process required personnel to visit ICEMA’s office during normal business hours to submit a paper application and payment, which took about an hour. The online process improved efficiency by allowing staff to review and issue new credentials in less than 15 minutes. The process ultimately reduced costs and enhanced overall customer satisfaction. This year, CSAC received more than 250 entries and judges awarded 40 programs throughout the state. Prior to the ARTS system implementation, referrals were handled in a manual process, backlogged and in some cases got lost. Now medical staff has eliminated the backlog and the possibility of a lost or dropped referral is down to zero. Through the end of 2014, approximately 25 percent of 8,000 patients included in the ICEMA registries with these specialized needs were transferred to specialty care and half of those transfers were made in under an hour. Now patients that may have otherwise had to wait longer for transfer to an appropriate medical facility will not have to endure a delay in treatment. Deputies team up with mental health clinicians and conduct outreach to the homeless. Integrating resources such as the Department of Public Health, Behavioral Health, Housing Authority, Veterans Affairs and Code Enforcement has made it possible for deputies to link the homeless with services or shelter, instead of simply relying on arrest and incarceration to solve the problem. Since July 2013, the H.O.P.E. program has contacted more than 820 homeless people and obtained housing for 110 people and linked 400 others to some form of assistance. 2014 NACo Award ICEMA receives its third NACo Achievement Award in 2014. ICEMA Health Information Network: ICEMA developed the ICEMA Health Information Network to provide a centralized access and collection point for the accumulation of prehospital and specialty care documentation, ensure data consistency and interoperability between EMS providers and analyze and improve prehospital care provided throughout San Bernardino County. 2013 NACo Award ICEMA receives its second NACo Achievement Award in 2013. Neurovascular Stroke Receiving Centers: The goal of the Neurovascular Stroke Receiving Center (NSRC) Specialty Program was to improve the care provided to patients in the ICEMA region by establishing a system for the rapid identification of stroke patients and transport to facilities that had demonstrated an ability to provide definitive neurovascular care and a commitment to identify opportunities for improvement and education. 2012 NACo Award ICEMA receives its first NACo Achievement Award in 2012. Cardiovascular STEMI Receiving Centers: The goal of the ST Elevation Myocardial Infarction (STEMI) Specialty Program was to improve the care provided to patients by establishing a system for the early recognition and prompt transport of patients to specially designated hospitals. The program recognized facilities that demonstrated an ability to provide definitive cardiac care using appropriate interventions and a commitment to identify opportunities for improvement and education. Many other issues (housing, employment, environment) can impact health. Therefore, our health department is involved in a variety of community-based activities that engage residents and community partners in the planning, evaluation and implementation of health activities. Some of those services and activities are profiled on this site. Committee on Guidance for Establishing Crisis Standards of Care for Use in Disaster Situations; Institute of Medicine. Crisis Standards of Care: A Systems Framework for Catastrophic Disaster Response. Washington (DC): National Academies Press (US); 2012 Mar 21. Show details Committee on Guidance for Establishing Crisis Standards of Care for Use in Disaster Situations; Institute of Medicine. Washington (DC): National Academies Press (US); 2012 Mar 21.EMS personnel often are the first to recognize the nature of a disaster and can immediately evaluate the situation and determine the need for resources, including medical resources. Their farther involvement at all levels of CSC planning and implementation should be a goal. This chapter outlines the roles and responsibilities of state EMS in CSC planning and implementation in the overall context of a CSC response system, as well as operational considerations entailed in carrying out those roles and responsibilities. Two templates provide core functions for EMS systems in CSC planning and for EMS systems and EMS personnel in the implementation of CSC plans. The content of this chapter should be used in conjunction with other chapters of this report that provide detailed guidance on specific CSC topics (e.g., related to legal issues, ethical considerations, palliative care, mental health, hospital care, and out-of-hospital and alternate care systems) that may be referenced only briefly as planning or implementation considerations in this chapter or the two accompanying templates. ROLES AND RESPONSIBILITIES OF EMERGENCY MEDICAL SERVICES Prehospital care is an essential part of the continuum of emergency health care that is frequently initiated by a 911 call to a dispatch center. Routinely, the need for emergency care is determined by trained personnel who receive such a call and dispatch appropriate air and ground ambulances and other EMS responders to triage, treat, and transport the patient(s) to the appropriate health care facility, where definitive care is ultimately provided. This continuum of conventional care is provided through a coordinated and integrated emergency health care system with well-trained and well-equipped personnel at dispatch centers, ambulance agencies, hospitals, and specialty care centers (trauma, burn, pediatrics) using standardized protocols and guidelines approved by medical directors ( HRSA, 2006; NHTSA, 2012). This emergency health care system will be stressed to its limits during a mass casualty incident. Dispatch and regional call centers, local EMS agencies, and hospitals will undertake contingency measures utilizing their emergency operations plans and medically approved protocols to implement surge medical capabilities ( DOT, 2007; NHTSA, 2007a ). In the case of a mass casualty incident, in which emergency health care personnel, medical and transport equipment, and hospital beds are scarce, local EMS personnel will be forced to modify their care from conventional to crisis care (see Chapter 2, Box 2-4 and Figure 2-2 ). This means moving from usual standards of care, in which the goal is to save everyone, to CSC, in which as many lives as possible are saved with the resources that are available. Resource shortages may include limited staff, supplies, and equipment; a lack of fuel or medicines; limited mutual aid; or disruption of coordination and communication functions. Strategic approaches to utilizing these scarce resources should be planned and implemented, and should include maximizing the use of available personnel, community response teams and health care personnel registries, disaster triage criteria, and altered transport modes and patient destinations. Table 6-1 shows possible adaptations of prehospital care under conventional, contingency, and crisis conditions. Guidance produced by the state of Michigan, titled Ethical Guidelines for Allocation of Scarce Medical Resources and Services During Public Health Emergencies, is a source for more concrete examples of EMS protocols along the continuum of care ( State of Michigan, 2012 ). TABLE 6-1 Potential EMS Response Adaptations Under Conventional, Contingency, and Crisis Conditions. Fundamental changes in prehospital care may result during a disaster, including a change in the scope of practice ( Courtney et al., 2010 ) for EMS personnel to allow them to administer vaccines or perform other tasks for which they receive just-in-time training. EMS personnel may be asked to function in extraordinary settings, such as shelters, alternate care sites, patient receiving centers, clinics, and tented free-standing medical units. They may be asked to alter the staffing levels for an ambulance, utilizing a driver and one medical attendant; use other modes of transportation, such as vans and buses; or not transport at all by treating and releasing patients. Extraordinary circumstances may require EMS personnel to assist in the evacuation of patients at a health care facility to alternate care sites. This, in turn, may require them to provide care to patients for longer than is usual for EMS providers, who normally provide care for patients at the scene and during transport and transfer ( AHRQ, 2009b ). It is important to ensure that the planning and implementation of the above measures are reviewed and approved by state, regional, and local medical EMS directors for consistency with state-level CSC plans and protocols. A sample protocol in Maryland ( Alcorta, 2011 ) demonstrates CSC strategies for use by EMS providers in a catastrophic public health incident. The measures include utilizing a triage screening algorithm to ensure that response is limited to severely ill or injured patients, discontinuing certain life-saving treatment efforts, applying strict criteria for the use of scarce equipment, transporting only the most severe cases, and having access to the emergency department only for patients with immediate needs. These measures should have been reviewed and approved by medical directors and are applied across jurisdictions. Personnel should have been trained and exercised in their use, and their application should be understood among emergency health care system stakeholders (dispatch centers, hospitals). State EMS Offices The state EMS office generally is in a unique position within state government and can take a leadership role in the development and implementation of CSC plans. The state EMS office can utilize existing committee structures for planning and the expertise of consultants serving on these committees for activating disaster plans, policies, and CSC strategies. Most state EMS offices have statutory authority, scope, and jurisdiction to regulate and coordinate the provision of EMS statewide for conventional emergency care or when the need arises to provide contingency or crisis care. The authority for state EMS offices, mandated in statute, may include the roles and responsibilities listed in Box 6-1. BOX 6-1 General State EMS Office Authority. This places state EMS offices in a unique position to provide leadership and expertise for disaster preparedness planning and response. The state EMS office, whether it is formally part of the state health department or a separate agency, may augment state health departments in their role as the Emergency Support Function (ESF)-8 lead (although the state health department does not have this role in all states). The state EMS office may be responsible for requesting and coordinating federal medical assets; providing state medical assets; and working toward an all-hazards approach to disaster mitigation, planning, response, and recovery. While no official national lead agency regulates EMS, the National Highway Traffic Safety Administration (NHTSA), Office of EMS, has taken a significant leadership role over the years in developing documents to guide state EMS offices in various aspects of system development, including a component for disaster preparedness and response (IOM, 2007). These documents provide valuable guidance for the development of statewide regionalized systems of care and help define the leadership role for state EMS offices. The NHTSA document State Emergency Medical Services Systems: A Model ( NHTSA, 2007b ) outlines clear performance measures that can be used by states to assess their preparedness and response capabilities for large-scale incidents that may consume scarce resources and precipitate the implementation of CSC plans. These measures are listed in Box 6-2. BOX 6-2 Preparedness and Response Performance Measures. Conduct a resource assessment for response to mass casualty incidents, and perform a gap analysis. Establish the need for protective resources for EMS providers and families. Recently, NHTSA, through an agreement with the National Association of State EMS Officials (NASEMSO), developed an assessment tool for use by states in determining local, regional, and state capabilities to manage a mass casualty incident or other large-scale emergency along highways and roads. The EMS Incident Response and Readiness Assessment (EIRRA) document can be used to assess various capabilities for CSC planning and implementation ( NASEMSO, 2011b ). The key capabilities and benchmarks are listed in Box 6-3. BOX 6-3 Response and Planning Capabilities in EMS Incident Response and Readiness Assessment (EIRRA). Personnel Human resource availability Resources available through various organizations support the involvement of the state EMS office in disaster preparedness and response. According to the American College of Surgeons (ACS) in Resources for Optimal Care of the Injured Patient 2006, trauma system leadership, usually provided by the state EMS office, should develop a state plan that is integrated with EMS, public health, emergency preparedness, and emergency management. The document outlines a requirement for the lead state trauma office to assess the EMS system’s preparedness, specifically in regard to its coordination with other disaster response agencies (e.g., public health, emergency management) ( ACS, 2006 ). The ACS document is closely aligned with the Health Resources and Services Administration’s (HRSA’s) Model Trauma Systems Planning and Evaluation, which presents a public health approach to trauma system development ( HRSA, 2006 ). The HRSA document supports an all-hazards approach to preparedness and encourages state EMS and trauma lead agencies to develop disaster preparedness capabilities that are integrated with prehospital and hospital care within regional systems of care, involve the private and public sectors in planned responses, and include performance improvement in the planning and response effort. Although standardized models for EMS system development and disaster planning are available, the administration of a statewide EMS system is extremely complex and varies widely from state to state ( NASEMSO, 2004 ). Most state EMS offices reside within the state department of health. However, some reside within the department of public safety, while others are stand-alone agencies. Those EMS offices that reside within a state health department may be in a position to assist as the ESF-8 lead for public health and medical disaster response within the state. This alignment may be beneficial in providing a coordinated and integrated response for public health and medical needs during a disaster. In collaboration with the state health department and other state agencies, the state EMS office is in a unique position to take a leadership role in the development of both contingency and crisis standards of care plans and to coordinate the response to a disaster within established regional systems of care. Dispatch Centers Dispatch centers, poison centers, and other PSAPs play a key role in the activation and implementation of CSC. The PSAP may refer calls to or direct the public to call a 211, 311, or some other number for specific information relative to a disaster since the 911 system and routine communications systems will be overwhelmed. Several states, including Arkansas, Colorado, Louisiana, and Maryland, have developed regional dispatch centers or call centers that are used to monitor bed capacity and system management. These centers routinely facilitate the transport of critically injured patients from a referral facility to a trauma center. They can be a valuable resource during a disaster by assisting with patient transport to alternate care sites, providing system status management, and exercising other dispatching capabilities. As care is stratified during a disaster response, more front-end triage of patient complaints will be performed to limit the potential burden on emergency departments and inpatient facilities so as to reduce overcrowding. The call centers may direct the public to nursing hotlines or to poison control centers for assistance with patient triage. EMS providers may be directed to deliver care at the scene utilizing treat-and-release protocols. In a crisis situation, a central dispatch or call center may activate medically approved dispatch protocols and prearrival instructions designed to alleviate the burden on EMS response capabilities that are being overwhelmed. This action will assist EMS agencies, hospitals, and other community organizations in utilizing scarce resources during a disaster. It is important to note that these specialized protocols are used only when a disaster has been declared, when the EMS medical director has authorized their use, when they are included in the dispatch agency’s emergency operations plan, and when staff have received training and exercise in recognizing triggers for their activation ( National Academies of Emergency Dispatch, 2009 ). OPERATIONAL CONSIDERATIONS To operationalize the CSC framework set forth in the committee’s 2009 letter report and reiterated in Chapter 2 of this report for EMS, CSC planning efforts should specifically enumerate EMS roles, responsibilities, and actions. To this end, the state agency taking the lead role in coordinating a systems-based response should establish consistent triggers and thresholds that indicate transitions from conventional to contingency to crisis care, define a clear mechanism for authorizing activation of CSC, provide liability protection for EMS personnel and altered modes of transportation, coordinate emergency operations across the affected region, and address reimbursement issues directly. While standardizing the planning process will contribute to consistency in implementing CSC, the different environments in which EMS operates should be taken into consideration. In a disaster, resource shortages may disproportionately affect rural areas that are already resource-constrained on a routine basis (see the discussion of a rural EMS perspective below). Therefore, providing for a robust EMS response through inclusive planning and attention to local EMS challenges is crucial in developing and implementing plans for and recovering from situations that require CSC. CSC Planning Considerations The state CSC plan should be developed to specifically outline the lead roles, responsibilities, and actions of the state EMS office. Critical EMS-related state CSC planning actions are listed in Box 6-4. BOX 6-4 Critical EMS-Related State CSC Planning Actions. These actions include establishing consistent triggers and thresholds for CSC, In a CSC incident, state resources will be exhausted, and federal resources will be necessary. Systems to support resource distribution and allocation are essential to the provision of emergency health care at the regional and local levels. The state EMS office and state medical director should ensure the application of consistent disaster triage guidelines during a crisis, similar to the application of EMS field triage guidelines in use for trauma patients ( National Expert Panel on Field Triage, 2012 ). The state EMS office should formulate strategies for addressing the lack of resources in a CSC incident and identify clinical and administrative triggers for activation of the state CSC plan. In addition, it should take the lead in identifying clinical and administrative triggers for activation of CSC for all jurisdictions. As previously mentioned, some of these strategies may include encouraging dispatch centers to modify prearrival instructions; allowing ambulance services to modify resource assignments and staffing configurations; and using alternate resources to assist with crisis communications and triaging, such as 211 or 311 centers, regional call centers, nurse assistance call centers, and poison control centers. These types of resources should be identified during the CSC planning process. It is equally important to outline regional and local EMS roles and responsibilities within the CSC plan. As every disaster begins at the local level, situational awareness among local EMS providers and regional EMS councils will make it possible to quickly determine when additional resources are needed or recognize when resources are scarce.

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