Evolution of Electronic Mobile Command (eMC) for EMS



In 2005 we well understood that real time communication loops motivate or move individuals, team members or a service area into proper actions for high performance. We initiated early many active reports throughout our system to alert service sectors with the implementation of our EMS model in Scottsdale Arizona, representing urban, suburban and rural zones. We proved we could enhance response times from greater than 10 minutes 90% of the time by past competitors to less than 8:59 in 92% of the time by the changes in the enhancements of both prospective, retrospective and some concurrent processes.

The natural pace of deterioration and intersection of different technologies, multiple controls and proprietary codes could have caused some difficult and unreliable integration without intense manual oversight.

Updates, changes, new systems, the controls necessary and uses of the differing technologies and protocols, only added to what seemed a never-ending dance of musical chairs that impacted the affect on the micro-situational needs of service delivery. We at Starwest had to design a new way to integrate distinct technologies in a seamless Active Management system to deliver even better response and high performance service as well as increasing individual team skill levels.

Our approach was fundamentally to design from a base of service needs within and outside the organizational structure; and then to explore how these services needs relate to each other in open communication loops to complete handshakes in workflow processes for the appropriate outcomes.

We essentially saw these varying needs or features for integration as essentially one. It was obvious that we needed to establish an infrastructure we could leverage for a common communication technology. This common communication technology or format needed to be a funnel or buckets to house a variety of IT systems that may be added or subtracted in the overall network for all integrated parties. For us a concept of a hub and wheel methodology for service delivery could not be based from a single technological tool or system used to integrate varying technologies and high performance behaviors.

Our requirements in 2006 were better suited for a model that was designed from the needs of integration; the motion or logistics of marring the appropriate technologies when necessary with the needs of the organization, it’s teams, extended service partners, clients, customers and patients as well as the workflow within the interactions of the required timeframes. We chose additionally to the required traditional radio communication systems to implement enhanced telecommunications systems with an IP Internet backbone system to network. This backbone nervous system in an organic sense needed to connect in real-time frames the internal service areas and functions of the organization.

This backbone would link our service functions with our fixed locations and mobile resources including external participants. Some of those applications included text, radio, voice and video in WiFi including 4.9, Bluetooth, Internet web, landline and redundant back-up capabilities.

At Starwest, we found, additionally that an ambulance service needs to choose wisely their technological partners for system integritation and reliability of the appliances, equipment, devices, ePCR products, and tools. In operating an active 24/7 system. This includes choosing and developing software, codes for communication loops of electronic handshakes, confirmations for integration and establishing continuous measurement processes of Q&A.

For us the guiding principle was that the combined efforts of technology, continuous education and training of operational behavior, management and staff needed to be proficient and reliable in the interaction and connectivity of service delivery. Proper workflow in required time frames in active controls and active command processes immersed our organization in this mission and raised immediately the bar of service delivery.

As described earlier the need to manage variations in workflow service between the needs of service sectors and synchronize service delivery in very quick timeframes requires not only establishing personnel and managers working in new behaviors of real-time but designing, retooling and expanding command processes electronically.

Our approach led to developing and marring new behaviors, clinical practices and technologies in active processes constructed from the needs of service that is commanded in real time by a variety of service partners, first by interactive subtle controls, second by chain of command networks and thirdly reviewed by retrospective quality assurance loops. Our prospective analysis and training became quicker in modifying the required changes for the organization and contribute to efficiencies, financial sustainability and the perfecting of individual competencies.

Our subtle interactive controls were accomplished, by 2007, through our e Mobile Command network (eMC). The eMC is an electronic intuitive command network that operates throughout the organization, similar to nervous systems in a body, it actively connects the operations in real-time for synchronized workflow management and service actions. It extends and enhances in real-time the senses of hearing, seeing and touching in communication, reports and alerts of the service partners. The following are some of the features and operating systems of our eMC:

Merging and connecting varies services partners, behaviors, clinical practices and technologies in real-time

A. Command Queues to reduce variations in handshakes between service sectors.
B. Control Loops integrated from varying technologies.
C. Dashboards utilizing mobile and desk top devices.
D. “MOM” “Sam” and “Amy” electronic voice and text personalities.
E. Video monitoring and conferencing.
F. MOM an intelligent vehicular monitoring and alert system in real-time.
1. Standard GPS.
2. Incident Routing and Mapping.
3. Video.
4. Audio.
5. Intelligent vehicular mechanical monitoring/diagnosis.
6. Electronic patient care charting/reporting (ePCR).
7. Mobile IP (Internet Protocol) infrastructure).
8. Mobile telemedicine.
9. Radio, communication and medical devices.
10. Mobile Wi-Fi hot spot, 3000 ft.
11. WiFi/ Bluetooth asset tracking.
12. Other Multiple wireless devices.
G. Real-time command alarms and alerts.
H. Service line notices in workflow timeframes.
I. Interactive reporting canned and ad-hoc.
J. System Status Snapshots and flash reporting.
K. Digital voice recorder portal system
L. Enhanced Zoll CAD network compatible with eLMC and ePCR.
M. Sub operation stations alert network and IP integration
N. Electronic Driving Wheel Command screen, a IP matrix a display of some of the following Dashboards, alarms and alerts:
1. Vehicular information.
2. Incident timeframes in workflows.
3. Service Zones.
4. Daily personal and certification information.
5. Risk situations.
6. GPS.
7. Speed.
8. Call status and timeframe’s statistics
9. Compliance alerts.
10. Clinical Information.
11. Automatic Aid.

It is the job of the eMC system to monitor environmental and situational indicators, interpret and organize appropriate communication loops for appropriate and reliable EMS service responses and behaviors using technologies on an IP, internet network for high performance care in the 21st century.

We believe implementing intuitive Active Management Processes in EMS are necessary for individuals, service partners and management systems to achieve maximum efficiencies. Many of these intuitive processes are accomplished through designing formal policies, procedures or practices including organizational controls, rules for checks and balances; or electronically in designing code, web portals, email processes, driving wheels, dashboards, e-displays, programs or e mobile command systems in real-time.


Leave a Reply

Your email address will not be published. Required fields are marked *