It is agreeable that the concept of System Status Management, dynamic deployment, peak load staffing, and calculated unit hour distribution is very effective in terms of saving lives in emergencies. However, many service providers have not embraced this concept. A major reason for this reluctance is financial pressure. To adopt and maintain such a concept require resources. It requires advanced machinery, more employees and high level of oversight. Traditionally, emergency service providers have been using traditional data to determine the deployment of ambulances (Stout, 1983, p. 23). However, dynamic deployment requires real-time data meaning that an advanced Emergency Medical Services system needs to be in place. All this requires resources.
Again, managing an Emergency Medical Services system requires high skills and gives little room for errors. A simple error can cause much damage (Stout, 1989, p. 65). In addition, this kind of a concept will certainly increase pressures on the employees. Lack of reward in terms of increased pay and better training and facilities despite improved performance will create dissatisfaction among the employees. All these reasons motivate the leaders not to embrace the concept.
I expect this to change in future because there is a growing need to save more lives in emergency cases. Service providers who have not adopted this concept are losing many patients and in time, they will have no alternative rather than adopt the already proven effective concept.
King County Emergency Medical Services system, the system I am studying has adopted the dynamic deployment practice. Professional dispatchers, who use real-time data provided by the caller to determine the level of care needed, receive emergency calls (King County, 2015, p.7). They then deploy an appropriate emergency unit and guides the caller through life-saving steps until the EMS provider arrives.
King County. (2015). 2015 Annual Report to the King County Council. Public Health – Seattle & King County Division of Emergency Medical Services. Renton, WA
Stout, J. (1987). Measuring response time performance. JEMS, 106-111.
Stout, J. (1989). System status management: The fact is, it’s everywhere. JEMS, 65-68
Stout, J. (1983). System status management: The strategy of ambulance placement. JEMS, 22-33
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