Unit 7 Essay EMS Legal

Unit 4 case study EMS legal

Paul Grasso

CSU

Employees are an important part of every business as well as their relationship to each other and most important the organization in which they work. The organization through various personnel management programs ensure personnel are competent to fulfill their duties, have clear guidance as well as creating awareness of policies and procedures that will impact performance. In this case the paper will discuss both the local and state laws that may apply and their legal implications in case of EMT Response and Motor Vehicle Law. In this case, the paper will examine processes that ensure new employees are familiar with the organizational policies, evidence that the employees are aware of the expectations for their position, whether the organization has a drug free workplace commitment, how it is monitored and how are ongoing competency and ability to perform the duties of the position monitored (Perotto et al., 2008).

According to research conducted by Gallup Organization, new employees want a good rapport between the immediate supervisors and the employee (Kompaso, & Sridevi, 2010). Further, they also want an opportunity to use skills and their abilities among others. However beyond the basics employees also want a competent supervisor, accountability, clear expectations of the job and most important professional growth. Focusing on rules and regulations, EMT Agency has a document that clearly states how things should be done. This is important to ensure every employee in this agency works together effectively. New employees, however, can familiarize with the organization rules by following procedures manuals. The EMS coordinator by using manuals will ensure revisions and updates the agency rules and regulations as it changes and grows. This is helpful to new employees because a manual include the organization best practices, the business core process descriptions as well as specific methods and standards for how work is performed. On the other hand, the manual simplifies employee training and instead focus on the organization growth.

Competency

Once workers are selected, it’s the duty of EMT Agency to ensure they are prepared to do their jobs. To facilitate this EMT can use training or conduct orientation programs. Starting with orientation, it means providing employees with basic information about the agency. During this session, the agency could familiarize employees with some of its rules and regulations. Training, on the other hand, is used to ensure employees are introduced to basic knowledge required to perform their jobs. The two programs are important because they can be used to develop a commitment as well as a flexible high-potential workforce and most important socializing new employees. In this case orientations programs improves the rate at which workers in an organization are able to perform their tasks. The essence is that they feel part of the organization’s social fabric (Perotto et al., 2008). The mere hiring and placing of employees do not translate to success rather employees many need training due to changes in the agency environment. EMT coordinator therefore, orients new workers to broad organizational issues such as expectations, rules, and regulations as they may pertain to each employee. However, the EMT Response technical competency should be evaluated on an individual’s basis by utilizing the Performance Appraisal and Recognition System. Any notable deficiencies are immediately addressed as well as corrected. Further, the EMT Response coordinator establishes the competency level required and ability as it pertains to the experience of the personnel to specific responsibilities related to the activities of the agency.

Quality Assurance and Control

The consistent adherence to the procedural steps during training should help accomplish the desired results as related with the emergency medical service training, legal framework awareness and also to mention the technical competency of the agency’s personal allocated to EMT Response duties. Generally the quality assurance and quality measures on the success of the personal training, awareness as well as competency processes established via both internal and external emergency medical services conformance and legal compliance audit processes (Porter, 2011).

Focusing on state and local laws regulations in reference to the previous scenario, EMS agency is required to comply, that relate to the ongoing competency of personnel is the first responder's service license which is only given for a particular service at a specific level of operation, and at a single base medical facility. However, prior to these changes, the agency should notify the authority of any expected changes in one of these factors at least a month prior and make an application for a license renewal. In this regard, the authority then renews, cancel or conditionally provide the license within a period of two months. EMT Response service must be uniquely licensed for each emergency medical services facility it operates from. The general idea is to ensure applicant proves proper maintenance of internal systems of credentialing as well as improvement to safeguard the citizens served by the EMS agency.

Evaluation instruments utilized in measuring competence in the EMS agency

One way to determine levels of competency in the EMS agency is the use of rubrics that describe particular indicators of the overall competency. The rubrics provide a description of the criteria required to achieve a high level of success. Similar to educational rubrics that describe what is expected of a student in order to ensure maximum scores, the agency can as well use the same to describe the quality of performance within the agency. Rubrics provide both formative and summative measures of competence in tracking development assessment over a given period of time. In addition, an analytic rubric provides a reflection of the beginning level of competence as well as the highest levels of competency.

References

Perotto, E., Canziani, R., Marchesi, R., & Butelli, P. (2008). Environmental performance, indicators and measurement uncertainty in EMS context: a case study. Journal of Cleaner Production, 16(4), 517-530.

Hafter, J. L., & Fedor, V. L. (2004). EMS and the law. Sudbury, MA: Jones and Bartlett Publishers.

Kompaso, S. M., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International journal of business and management, 5(12), 89.

Porter, W. J., & American Academy of Orthopaedic Surgeons. (2011). Preplanning for EMS. Sudbury, Mass: Jones and Bartlett Publishers.