Essay On Mobile Integrated Healthcare

1083 Words3 Pages

Changes are in the works for EMS as we know it today. Mobile Integrated Healthcare is the future of EMS and will require new management styles and operating procedures. The concept of Mobile Integrated Healthcare evolved from a vision in the EMS agenda for the future. The agenda describes EMS becoming community-based and fully integrated with the overall health care system. The agenda also described that EMS of the future would have the ability to not only provide acute illness and injury care, but also identify health risks, provide follow-up care, provide treatment of chronic conditions, and community health monitoring. Several services in recent years began undertaking the task of creating and implementing a model to accomplish these goals. MedStar in Fort Worth, Texas began an experimental program and has seen excellent results. Their program initially focused on frequent callers and grew to working with hospitals preventing readmissions and treating and monitoring chronic high risk patients in their homes.
Development of Mobile Integrated Healthcare is organic at this point. The program gives vision for the future but is vague in application and practice. The local programs in place now are responding based on need in the community. Each program I researched is operating with different goals and protocols. The one goal all the programs have is to eliminate unnecessary transports to emergency rooms. The purposes of Mobile Integrated Healthcare programs are to fill in gaps in today’s health care system. The Mobile Integrated Healthcare program reduces unnecessary ambulance transports, reduces hospital readmissions, evaluates home hazards, pairs patients with primary care physicians, and monitors patients with chronic medical c...

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Planned change is needed to be designed and implemented in an orderly and timely manner for a successful transition to the EMS of the future. Reactive change later is harder on the organization. This huge of a change put together in a hurry will have a multitude of problems.
Perhaps the biggest challenge in managing change within the organization is employee resistance to the change. (2) Keith R. Dutton, M.S. an instructor of organizational development manager at Illinois State University says “Change usually brings about the “10/80/10” rule: 10% of employees will actively embrace the change, 80% will be fence-sitters, and 10% will actively fight it. Your job is to recognize this and understand it. The 10% against the change will have the influence and ability to negatively infect the 80%. As such, you need to focus your efforts on influencing the negative 10%”

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