Modelling Tool Installation At Emergency Medical Service Computer Science Essay

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This report is seeking to implement a knowledge based tool commonkads project model to model the product improvement of the services offered by EMS. The report therefore set out to install this tool into the Ems service and to convey the advantages of using modelling as apart of business intelligence management.

Problem statement

The problem addressed by this report is the at hand is the lack knowledge deficit at EMS .we shall show that the deficit at EMS will be solved by installing commonKADS project model into the product modelling by analysing the gaps in the system and suggesting improvement tools to fill these gaps.

Method statement.

The method or methodology is that we shall use the models of knowledge engineering .to this we shall first show the targeted situation we intend go. The poorest models will then model the product

How report addresses the problem

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This report addresses the above problem by proposing and definition of knowledge based tool to address the deficit at EMS by installing Commonkads model to model the product. the report therefore analysis the problem then suggest various options or solutions and adopts the commonkads tool as the most efficient cost effective tool to fill gap of deficit in at Ems with a knowledge tool. This tool is also enjoyable and easy in terms of business feasibility and technical feasibility

Major sections of this report

This report is structured into three sections, part one part two and part three. The purpose of the first part one is introduction to this report, the report structures section, method of the report and problem statement on problem being addressed, methodology and how this report addresses the problem of knowledge deficit and how the tool is modelling the problem and opportunities and solution proposed. Part two purpose is focused on OM 2, OM-3, and OM-4 three analysis of the core problem in variant aspects, Tasks and expert knowledge skills. Part three is purposed on focused on OM 5 analysis specific knowledge tools skills to be installed on measurable yardsticks of the implementation of the commonkads projects model on the product model. It is like grafting the model on to EMS.

Modelling Tool installation at Emergency Medical Service

Modelling here is defined to mean the installation of a predefined project model, which will be used to model the existing service into new product being designed.

Our objective is to improve the EMS organisation by introducing a knowledge-based system. The expected use of this system is expected to result in improved tasks focus on improvement of the services at EMS from the problem level to the target solution level or desired goals and objectives fulfilling mission of EMS.

We start from scratch with an idea of what the current problem is by analysis we come up with a design of the new product improvement .This is part of using the analysis is part of commonKADS tools the model. The tools serve as template models to help us analyse problems to identify gaps in knowledge. we fill those gaps by use of commonkads modelling. The desired outcomes are inbuilt in existing structures which we then model the desire according to coommkonKADs redesigned models ranging from design models, expertise models, organisational models, communication models, Agent models and knowledge Model.

To do this we carry out product integration and the model project models .this process is called modelling. Product and process of modelling the product model is implemented using the commonkad project model.

The challenge of commonKADS modelling solution using commonkads model here is that the whole is a process and the entire process is called the project model.

ORGANISATION MODEL -OM-1;

ANALYSIS OF PROBLEM AND OPPORTUNITIES

Problems & opportunities,

The problems facing Ems is deaths due to delays, which are avoidable by improving the EMS service. The main causes no mg these delay s is caused by genereral practitioners, patients delay as well as delays in commencing treatment.

These EMS have discovered that the best way is to bypass the genera practitioner and allow patients to call directly .however the biggest c challenge here is that the nurse dispatcher do not have the knowledge to do intensive taiga or diagnosis for cardiac diseases. This action wild to a knowledge deficit at EMS once the GP are absemnnt .we will use commonkads to address this shortage of knowledge and to fill the knowledge deficit within mission and budgetary limits of EMS.

One other potential solution that

Could have been applied in addition to the chosen solution.

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Educate the general practitioner about the need to refer client earlier and about his or her own delay. This will mean we integrate services of the general parishioner to merge their roles to encapsulate the mission of EMS to them and involve the heart foundation in creating awareness to the General practitioner as they may have financial interests and will see view the EMS action as a way fo taking away their esteed cleinst truist from them it willl apppear as an way fo exposing their mediocrity as they arde professionals and the bets way tro seal wiut professionals is to engage them in a participatory manner by .thius will mean retaining them while at the same time maintaining direct conatct with patienst.

Impacts of this solution

We aheve to expect reaxtion from the bypassing they are not going to be bpassed and clients will also trust them more as they are closer to clwe3inst and msot cleinst will always want their own personal physicains to adviecthem due to

We conclusion for OM-1 analysis is that the problems of delays and the need tyo bypass the general practitioner while ensuring there is knowledge tool to ensure knowledge defcit problem is solved.the other solution which is not part of the EMS is using other ways to educate the general practitioner to redce the GP dealsy and engaging the gp more constructively by enlisting their support to educatwe bthe patenst especially on seldf assessment.The patients trust thegep as they are familiar as emeghencies are like accidenst hence the gp is likey to be more effective in reducing his own delay once he is madeware that his dealys is causing preventable deaths due to lack of coronary ewfurcution therapy for acute myocardial infaction(AMI)

The opportunity presented here is of gthe current situation of organizational objectives with the problems giev us opotunitybti install the kcommkads toolto do this the OM-1 below is analysis usong analysis model in which we have a idea of the design EMS using the project design model this will then be modelled on the project model which we nitegartebwith the EMS product model by implementation into workable tasks and subtasks translated into new objective of the target situation for EMS product servie.Once this is done the work of EMS management will be only of maintainance of thye knowledge tool in bulding desire for improvement into the organisation system.The system will then trigger better actions and better service as it pervades the whole organisation culture and practice.Thus the too merges theory and practice to realise mission .

Table 1 - Worksheet OM-1; ORGANISATION MODEL-1

Organization Model

Problems and Opportunities OM-1

Problems and

Opportunities

Delays in responding to AMI emergency cases

Incorporate knowledge-based system to formulated solution

Organizational Context

Mission:

Provide effective and efficient emergency response service to the people

Operate within the budgetary requirement without sacrificing effectiveness and efficiency

Goal:

Send emergency response team in the shortest possible time

Provide fast hospital transport on critical cases which necessitates it

Streamline and strengthen coordination within the emergency service team

Solutions

1.Reduce the delay by removing the GP in the process and allowing the patient to call directly to EMS

2.Coordinate with the Netherlands Heart Foundation and collaborate to develop a strategic plan on educational campaign for detecting early signs of AMI including the psychological aspects of the patient as well as stressing and locating available GPs within the area.

3.involve the GP and retain GP as important collaborator of EMS and support GP to do better by championing peers to elimkinate the delays as well as their clients

Part B

OM-2,OM-3,OM-4

Variant asphects,Agent analyis model and Expert analyis model

OM-2-ANALYSIS VARIANT ASPHECTS of EMS

The biggest problem involves the delay task performance which leads condition of AMI heart failure in Netherlands. To focus on the specificn task which are done ar not doenwill lead us to the mains tasks that if it is pwerormed well will mean no more delays at all.The dealsy is means theire is poor time mamgement by eothr the GP,the patient or the ambulance or the driverer or the nurse dispatcher r the IT system has nor scheduled the dipsatvh schedule in the correct way or triage was not doen correctly hence the delays is blamed on other s.while also there could be problem of many false alarms leading to low morale in emergency styaff and low motivation A knowledge tool twill assit us to o get the main task which is not done corecltyor the several tasks that operate in and then we shall identify whether it is the tyask otr the task performer or how it is doen the knowledge.the ntask the performer and the knowledge neede to domit right.here we fosu more on the knowledge to do the task but we shall also need to know whether the task ahndler is motivated to do the task

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Task integration-om2

We focus on task process merge and task merge.Task aanalysis of dispatch and aambulance is transport.these two task should be nerged and performed by one team not two separate entiyties.Make transport an integrated task by making sure ambulace tasks can be performed by a dispatcher and vice versa as one team.

Two types of functions should be integrated together for one team action into both support and emergency and should not be distinguished at the EMS s

Task integration of the three emergency management task, communication task,task of Coordination, Task ofn medical care, and also the ambulance task of transport together with the Support tasks of archiving, evaluation, policymaking, and supervision.

To conclude these are the follwing scenarios are recommended for OM-2

organisation structure

Use task integrationinstead of physical separation ofn task

processes

Integrate process based tasks with knowledge intensive task

people involved

Alocate by task and knowledge deficit priority for our need to address the commonkads knowledge based toolthiose who have intensive know-how to pioneer re-engineering of the processes towards realisation of the mission of EMS

resources involved

Resources have already been limited due ti budgets consatrainst and need for being thrifty hence the onkey rsource to build capacity of staff byenrcihing theoirntasks and job roles

knowledge resources involved

The reources have a rsource defcit in tems of knowledge bassed tool available through enlarging the knowledge capacities of the current staff to increase triage levels in vie of the elimination of the General practioner

culture and power issues

Culture and power issue will be rsolve by integration of all tasks into team tasks into action task and knowledge basd tasks.

knowledge components

The knowledge componets for task performnane will be recommended in table five below to incorporate new skills needed to perform the integrated tasks as oin OM-2.see table -OM-2.VARIANT ASPHECTS analysis model below.

Table 2 - Worksheet OM-2 -variant asphects-MODEL

Organization Model

Variant Aspects Worksheet OM-2

Structure

Buld a new structure based on task integration and process integration without increasing the current number of staff. This will align structure to process. Dispatch and ambulance are transport task. While the paramedic and triage nurse medical process tasks.

Process

Change to task oriented processes to create unity of purpose. The emergency management process involves five major tasks from the GP receiving the call from the patient until hospital transport. Figure 3 presents a high-level task level diagram.

People

New integrated skills needed for nurse paramedic and drivers

External to the EMS, the GP plays a critical role in attending to patient's call

Managers of the GSSC and the MISS ensures adherence of the organization to mission and goals

Managers of the EMS units supervise the entire operation

Nurse dispatcher in the Dispatch Centre handles communication and coordination between emergency calls and the Ambulance Centre

Paramedic carries out emergency medical care to patients transported

Driver is in-charge in the mobilization of the ambulance

System Manager handles the archiving function of the emergency services provided

Resources

Integrate task to message fro action or knowledge. Communication system to handle calls and coordinating task within the EMS and outside

IT support system and infrastructure performing on-line emergency calls, off-line reservation and other information support systems

Vehicle for hospital transport

Temporary & immediate medical care equipment

Knowledge

Integrate the Different sets of knowledge assets which support the different personnel in performing the new integrated tasks within the process are detailed in table 4.

Culture & Power

Create TRAIN on job spirit and integrate power to avoid parallel reporting structures. There exist within the organization certain formal and informal relationships that may, in one way or another, affect how the personnel perform their tasks (refer to Figure 4). It should be noted that here is no existing social relationship that exists between the two units within EMS.

OM-3(B) RECEIVING CALL TASK ANALYSIS MODEL

TASK ANALYSIS

Task Analysis Worksheet TM-(B)

Task-

Receive Call (Task 2 see Figure 3)

Organization

The task is performed by CLIENT AT EMS CONTROL CENTRE and is carried out in the DISPATCH FUNCTION of said organization.

Goal and Value

(TRIAGE OF PATIENTS)This task significantly affects the response time of the EMS to emergency case through an accurate and complete assessment of patient's call. The objective of this task is to be able to evaluate if received calls from prospective patient warrants an emergency case.

Dependency Flow

Input task: Patients call

Output task: TRIAGE, Ambulance dispatch, CORONARY THERAPY, transport to hospital (CORONARY THERAPY DURING TRANSPORT ON ROAD OR AIR RESCUE SERVICE) (HELICOPTER)

ENVIRONMENTAL CONSTRAINTS:

CONTROLLERS CENTRE

REQUIRED CAPABILITIES: ABILITY TO TRIAGE AND CARRY OUT CORONARY therapy (CRT)

Please see Figure 5 for diagram of the process flow.

Objects Handled

Input Objects: response of patient to baseline questions related to experienced condition, patient name and location

Output Objects: case assessment, dispatch schedule

Internal Objects: triage questionnaire

Timing and Control

This task is executed for every call received by the EMS. Triage of emergency cases is executed by the PARAMEDICS OR NURSE Dispatcher through the aid of the support system. Details of the call are logged into the emergency assessment database, which may or may not trigger a dispatch schedule. The dispatch schedule is NOT THE ONLY basis for the dispatch or non-dispatch BUT IT IS AN AID AS PARAMEDIC AND NURSE HAVE TRIAGE SKILLS of the ambulance service THIS DUE TO INCREASED CALLS TO FILTER(see Figure 5)

Agents

, PARAMEDIC, Nurse Dispatcher, IT support system, DRIVER, PATIENTS

EMS CENTRE MANAGER, DOCTOR PARAMEDICS, COMMONKADS TOOL KNOWLEDGE SYSTEM MODELS

Knowledge and Competence

EVERY STAFF PARAMEDIC OR The Nurse Dispatcher OR MANAGERS should be able to DO TRIAGE AND to comfortably navigate the IT support system, which will provide full support in the execution of this task. Furthermore, the PARAMEDIC OR Nurse Dispatcher should also possess intensive knowledge on established symptoms of most or common medical conditions.

Resources

TRIAGE SKILLS TRAINING ,Computed salaries of staff time TRAIN on job PARAMEDICS, DRIVERS AND MANAGERS AND Nurse Dispatcher receiving calls for a 24hr service available 7 times a week 365 DAYS A YEAR WITH NIGHT SHIFTS AND LEAVE SCHEDULES

Month development time of TRAIN on job SKILL UPGRADING AND IT staff to enhance the IT support system integrating the features illustrated in Figure 5

Quality and Performance

The following key performance indicators can be used to gauge quality of task execution: .1. Average time to take calls with appropriate assessment

2. Total number of dispatch that results to hospital transport

3. Percentage of morbidity and mortality rates within the cases received

4. STAFF TURNOVER RATE DUE TO SKILLS UPGRADE OR STRESS. 5 RATE OF STAFF MEDICAL SICK LEAVES OR MORALE,

6. PATIENT FEEDBACK AND RATING OF THE NEW SERVICE PRACTICE

C

OR

B. Table 3 (A) - Worksheet OM3 TASK MODEL OM-3

N.

Task

Performed By

Where?

Knowledge Asset

Knowledge

Intensive?

Significance

1

Diagnose Patient

EMS staff -PARAMEDIC

/

NURSE

Patient's home/EMS CENTRE

Medical background to warrant correct assessment of symptoms for AMI

TRIAGE SKILLS

IT SYSTEM

Highly Intensive

Early (TRIAGE) diagnosis conducted increases the patient's recovery from AMI

2

Call EMS

PATIENT

Patient's home OR REGION /AREA

-SELF ASSESSMENT/

EMS ASSEMT/

IT SUPPORT SYSTEM

MEDIUM

EARLY CALL SAVES LIVES

3

Receive Call

Nurse Dispatcher

EMS - CENTRE/ Dispatch Centre

IT support system operations

MEDICAL SKILLS

TRIAGE SKILLS/

CORONARY THERAPY

HIGHLY

INTENSIVE

Early receipt of emergency call initiates faster dispatch to patient hospital transport

4

Coordinate Ambulance Service

Nurse Dispatcher/OR PARAMEDIC

EMS - CONTROL CENTRE

/Dispatch Centre

IT support system operations

PARAMEDIC

MEDICAL TRIAGE

SKILLS/THERAPY

HIGHLY

INTENSIVE

EARLY ARRIVAL SAVES LIVES

5

Dispatch Ambulance

Paramedic OR NURSE

EMS -CENTRE Ambu-lance Service/REGION ROAD

Procedures AMI med. Assistance /

IT SUPPORT

EMS CONTROL

NURSE /

PARAMEDIC SKILL/THERAPY

HIGHLY INTENSIVE

EARLY DISPATCH SAVES LIVES

6

Transport Patient to Hospital

Driver/

PARAMEDIC/NURSE

RELATIVES

SELF

ROAD, AIR RESCUE/

Geographic data of the area/TRIAGE SKILLS/THERAPY

HIGHLY INTENSIVE

EARLY TRANSPORT SAVES LIVES

Table 4...WORKSHEET-AM-4-AGENT MODEL-4

AGENT FUNCTION

TITLE OF AGENT AT EMS

ROLE OF AGENT

GOOD OR BAD FORM

PLACE CONSTRAINTS

TIME CONSTRAINTS

QUALITY

Know-edge Asset

Pos-sessed By

Used In

Right Form?

Right Place?

Right Time?

Right Quality?

Medical background to warrant correct assessment of symptoms for AMI

PARAMEDIC, NURSE DISPATCHER/

MANAGER

DRIVER/

Patient diagnosis

(Task 1)

TRIAGE

Yes

Yes

YES. TRIAGE SKILLS REDUCE time before diagnosis is done)

Yes

IT support system operations

PARAMEDIC Nurse Dies- patcher/DOCTOR PARAMEDISC/DRIVER/PPATIENTS OWN IT SYSTEMS

Coordination with

Ambu- lance Service, STAFF LOG, WORK SCHEDULER FOR STAFF (Task 2&3)

No (too limited, MUST BE IMPROVED URGENTLY

YES. IT IS A SUPPORT TOOL. FOR TRAIN on job

Yes. BUT IT CAN FAIL ON TECHNICALITY

Yes BUT SOMETIMES EQUIPMENT MAY FAIL.

Part 3

OM_-5

Eliminating the GP Business Feasibility

and Technical feasibility

The elimination of the GP is a very biof problem for EMS. It Mau even affect the entire EMS processes because the GP is currently the main link or gateway to the patients. No patient will like to risk but patients rust the GP .true the GP will consider fees as a motivation and have interest I not being bypassed .this poses a strategies problem for EMS as per their mission and objectives the GP has a stake in operations of EMS as the main caller at EMS daily. To change this pattern AND Tradition will be very hard and poses and change management problems even for the patients who may not want to eliminate their Gps.

The GP has is to enjoys Geographical presence and is good intermediary so to speak. We should by use these geographical regions as the structural tool for expansion of r EMS in its path for growth.

The Gps are also within the seventeen municipalities where they can each set up a Sub Ems centre by franchising the EMS. The Ems can benefit from service through stationing paramedics at the Gps clinics.

Elimination of Gps may trigger more deaths due to triage problems hence a new need to spread EMS centres all over Netherlands

The heart foundations awareness campaign may take advantage of the gp to be more effective.

The elimination of General practitioners increases of calls thereby creating a better opportunity for many patients to get educated by the heart foundations as their awareness is heightened toward heart problems.

The following are main factors for the feasibility of commonkads knowledge tool for EMS.

Expected benefits

To eliminate the General practitioners will lead to benefits of live for many patients due to elimination of the decays, which have been associated with many deaths of patients in emergency cases

Expected added value

This will add value to the patients who will now have less time to reach hospital as they have only one point of reference

The Ems will benefit, as there will be no need for extra effort of coordination problems

It shall also save costs for the Gps as they spent money calling on behalf of the patients of AMI

Expected costs

Their will be some costs transfer from GP to the patients

The EMS will have some more calls which may translate to some costs in case of making calls to get exact geographical locations of patients on emergency.

Comparison to possible alternative solutions

The alternative solution of retaining the Gp while simultaneously allowing patients ton call directly is more feasible and will not have psychological resistance to change both at the EMS staff due to increased workload and at the Gps as they see this as an attempt to influence their old clients. Their services are paid for hence their earnings from diagnosis will be eroded hence resistance to new rules

Organizational changes required

The organisational changes will involve management by objectives and integration of tasks and processes in installation of a knowledge based system at EMS.

These will lead to new TRAIN on job rules and more differentiation due to the specific nature of tasks while they integrate with commonkads tool to merge into one product of saving live as per mission statement.

Economic and business risks and uncertainties

There will be no risks in terms of business and economic since the new tool utilizes the budget constraints already in pace and does not recommend any new budget but just a change in new skills needed as well as new processes and procedures. It is knowledge-based system, which requires only skills, as it is highly intensive in most instances.

Technical Feasibility

This refers to the practical viewpoint of commonkads and it is not a complex tool and is easy to do the product tasks analysis using the models sets for commonkads. It may appear complex in terms of knowledge but the reasoning process is just as per the task analysis done above in the model tables.

Critical aspects involved

The main aspect involved are critically is knowledge specialization as the tool uses knowledge specific models for each tasks but integration has made its possible to do multi tasking per person hence saving on time and resources.

Measurable success factors

The measurable factors will be the number of lives saved vis a vis the deaths (mortality and morbidity rates in the past. We can use an average to compare the impact of the new modelling tool within an agreed time frame.

The number of staff turnover will also help to know how staff are adapting to the new structures and new processes and enriched expanded roles.

Complexity of user/system interaction

This is a simple tool to implement provided it is done step by step but the it system will be more co les as it will integrate all functions in the touch of a computer key in scheduling hence staff will need to upgrade their skills due to increased workload while their salaries will not increase. This may lead to low staff morale.

The business and knowledge attributes for the staff at EMS will determine early implementation and success or failure of the proposed knowledge system.

---see Table OM-5(A), 5(B), and 5(C)

Table 5-(A) Worksheet AM-2 for the IT Support System-AGENT ANALYSIS-2

AGENT ANALYSIS-IT SYSTEM

CONTINUES IMPROVEMENT

ACTION

Name OF AGENT

Possessed By

Used In

Domain

IT Support System

TRAIN on job-PARAMEDIC, Nurse Dispatcher, MANAGER, DRIVER

Receive Call (cf. Task 2 in Figure 3)

IT operations

Nature of Knowledge

Bottleneck/ skill upgrade.

ACTION TO BE PERFORMED BY

Formal, rigorous

Skill upgrade

TRAIN on job

Empirical, Quantitative

Skill upgrade

TRAIN on job

Heuristic, rules of thumb

Skill upgrade

TRAIN on job

Highly specialized,

Domain-specific

Skill upgrade

TRAIN on job

Experience-based

Skill upgrade

TRAIN on job

Action based

Skill upgrade

TRAIN on job

Incomplete

Skill upgrade

TRAIN on job

Uncertain, may be incorrect

Skill upgrade

TRAIN on job

Quickly changing

Skill upgrade

TRAIN on job

Hard to verify

Skill upgrade

TRAIN on job

Tacit, hard to transfer

Skill upgrade

TRAIN on job

Form of Knowledge

Skill upgrade

TRAIN on job

Mind

Skill upgrade

TRAIN on job

Paper

Skill upgrade

TRAIN on job

Electronic

Skill upgrade

TRAIN on job

Action Skill

Skill upgrade

TRAIN on job

Other

Skill upgrade

TRAIN on job

Availability of Knowledge

Limitations in time

Skill upgrade

TRAIN on job

Limitations in space

Skill upgrade

TRAIN on job

Limitations in access

Skill upgrade

TRAIN on job

Limitations in quality

Skill upgrade

TRAIN on job

Limitations in form

Skill upgrade

TRAIN on job

Table 5(B) Worksheet AM-2 AGENT MODEL-AGENT ANALYSIS: for the Procedures on Initial AMI Medical Assistance

TABLE

OM-5(b)

Knowledge Item Worksheet TM-2

ACTION

Name

Possessed By

Used In

Domain

Procedure on Initial AMI Medical Assistance

Paramedic

Ambulance Dispatch (cf. Task 4 in Figure 3)

Medical field

Nature of Knowledge

Bottleneck/ skill upgrade.

ACTION TO BE PERFORMED BY

Formal, rigorous

Skill upgrade

TRAIN on job

Empirical, quantitative

Skill upgrade

TRAIN on job

Heuristic, rules of thumb

Skill upgrade

TRAIN on job

Highly specialized,

Domain-specific

Skill upgrade

TRAIN on job

Experience-based

Skill upgrade

TRAIN on job

Action based

Skill upgrade

TRAIN on job

Incomplete

Skill upgrade

TRAIN on job

Uncertain, may be incorrect

Skill upgrade

TRAIN on job

Quickly changing

Skill upgrade

TRAIN on job

Hard to verify

Skill upgrade

TRAIN on job

Tacit, hard to transfer

Skill upgrade

TRAIN on job

Form of Knowledge

Mind

Skill upgrade

TRAIN on job

Paper

Skill upgrade

TRAIN on job

Electronic

Skill upgrade

VAL STAFF

Action Skill

Skill upgrade

TRAIN on job

Other

Skill upgrade

TRAIN on job

Availability of Knowledge

Limitations in time

Skill upgrade

TRAIN on job

Limitations in space

Skill upgrade

TRAIN on job

Limitations in access

Skill upgrade

TRAIN on job

Limitations in quality

Skill upgrade

TRAIN on job

Limitations in form

Skill upgrade

TRAIN on job

Table 5(C) Worksheet AM-4; AGENT MODEL-AGENT ANALYSIS for Nurse Dispatcher Agent

Agent Analysis-Nurse

Agent Worksheet AM-4

Name

Nurse Dispatcher

Organization

Personnel under the Dispatch Centre/ EMS control centre unit

Involved In

Receiving patient calls and coordinating emergency calls, (Task 2 and 3 see Figure 3)

Communicates With

Patients, Paramedic, manager, Drivers, DOCTOR paramedics

Knowledge

TRIAGE, Assessment, and determination of emergency calls supported by the IT Support System

Other Competencies

Additional skill to be developed is the agent's listening ability and assessment of patient's responses to standardize questions related to patient's condition. CUSTOMER CARE SKILLS AND IT SKILLS AS WELL AS SKILLS FOR CORONARY myocardial THERAPY. TRAIN on job SKILLS UPGRADE

Responsibilities and Constraints

To receive calls from prospective patients and accurately capture conditions into the IT Support System

To be able to provide accurate assessment data and forward it calls to the Ambulance Service that warrants hospital transport. TO BUILD TRAIN on job SPIRIT, CUSTOMER CARE SKILLS WITH OTHER Staff

Table 5(D) - Worksheet AM-5: AGENT MODEL: AGENT ANALYSIS for Paramedic Agent

Agent Analysis-Paramedic

Agent Worksheet AM-5

Name

Paramedic

Organization

Personnel under the Ambulance Service AND DISPATCH FUNCTION within EMS CONTROL CENTRE

Involved In

TRIAGE AND Ambulance dispatch, CUSTOMER CARE AND TRAIN on job, IT SYSTEMS SKILLS IMPROVEMENT (Task 4 see Figure 3)

Communicates With

Nurse Dispatcher, Driver, Patient, DOCTOR PARAMEDICS

Knowledge

Procedures for initial AMI medical assistance, medical background

I.T. SYSTEM, CAN DRIVE ALSO, DOES TRIAGE, CAN BE A EMS MANAGER

Other Competencies

Appropriately assess condition of patient on-site vis-à-vis information forwarded by the Dispatch team. CUSTOMER CARE SKILLS, TRAIN on job SKILLS, IT SYSTEM SKILLS,

Responsibilities and

Constraints

Provide immediate action to direct Driver to dispatch ambulance to patient's location and initiate medical procedures to patient during hospital transport. OR AT HOME OR AT WORK. The possible constraint identified can be on the possible misinformation of the patient's condition forwarded by the Dispatch team THIS IS ERADICATED BY OWN TRIAGE AND SKILLS TRANSFER TO THE DISPATCHER TEAM.

Figure 2 - New Service improved

Manager municipal social sanitary care



PARAMEDICS AND NURSE DISPATCHERS & DRIVERS TEAM

(Receive Triage calls)(IT, INFORMATION SYSTEM, archiving scheduling)

 

IT SYSTEM, COMMONKADS TOOL,

(TELEPHONE, MOBILES COMPUTERS

 

PATIENTS/GENERAL PRACTITIONERS (callers)

Figure 3: New data flow improved

IT system and commonkads tool (EMS

Centre)



Paramedics, Nurses and ambulance drivers (evacuation and first aid Emergency treatment)



Patients & General practitioners

Figure 3 - TARGET ORGANISATION STRUCTURE ON COMMONKADS MODELLING (DESIRED EMS AFTER IMPROVEMENT AND INTEGRATION OF TASKS)

Manager municipal social sanitary care



Manager EMS CENTRE,

 

IT SYSTEM, COMMONKADS TOOL, paramedic, Nurses, Drivers,

Archiving scheduling)

(TELEPHONE, MOBILES COMPUTERS

 

PATIENTS/GENERAL PRACTITIONERS (callers)

Conclusion

This report has introduced the commonkads Model into Service model of the EMS. It has analysed the structures in order to discover the gaps in the knowledge tasks to fill the knowledge deficit at EMS. This has brought a focus on the specific tasks, the specific= knowledge gaps required to perform these tasks were analysed in OM 5 while the task structures were done on OM-2, OM-3 and OM-4.

The elimination of the Gp in OM0-5 analysis showed that this would have to be done gradually as the new skills required are highly intensive to perform the roles of diagnosis or triage for Acute Myocardial infarction (AMI) as well. To fill the General practitioners GAP will also need to integrate and involve the GP as a professional who is trusted by patients on other illnesses.

Therefore, the installation of this tool recommends that the GP elimination be treated, as one option and introduced in phases first is to implement the new knowledge tool for internal capacity building before full-scale implementation. This ill gradually introduce the new skills integrated to processes f Ems by the new tool. This knowledge tool is now implemented and improvement in service should be felts across EMS immediately.