EMS Template
EMS Protocol Templates
In addition to standard operating procedures, we have included two sets of EMS protocols. One is strongly focused on using flowcharts that incorporate all levels of EMS expertise and the critical decision points. The other EMS approach divides the protocols into Advanced Life Support, Intermediate Life Support, and Basic Life Support without using flowcharts. We thought this would provide a wide spectrum of approaches that can be customized by the departments. Below are two example approaches:
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SOP Approach
SOP Center Incorporates the FA-197 Model
For Fire and Emergency Medical Service, SOPs and SOGs are the primary connection between your department's organizational leadership, policy makers, planners, administration personnel, and your department members and emergency service personnel.
Well-developed SOPs and SOGs employ a logical framework by establishing a departmental processes, that includes formal functions and topics enabling your department or agency to drive member consistency, assist in the delivery of organizational and operational excellence, standardize behavior, avoid confusion, limit liability, improve efficiency, improve training, deliver public education and enhance member and public safety.
In FA-197, FEMA recommends the use of :
"Systems theory, a concept that focuses on the interrelationships among components of a process. In this approach, an organizational system is considered to have four basic elements:
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inputs from the environment, including information and other resources;
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transformations, the managerial or technological processes used to convert inputs to outputs;
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outputs in the form of desired products or services; and
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feedback, the environment's reaction to outputs, completing the cycle and continually improving results."
These steps are graphically depicted below.
The operation of fire departments and the provisioning of emergency medical services have become a progressively more challenging and difficult tasks. Today, many Fire and EMS organizations have not established the management processes for developing, drafting and implementing departmental policies and guidelines. Most suffer from incomplete, out of date, badly written, poorly understood, or inadequately enforced Standard Operating Procedures and Guidelines.
The basic reasons behind this problem can be many—turnover in personnel occurring because of illnesses, retirement, terminations, the increasing complexity of today's fire service, rapidly changing technology, new regulations and requirements, the narrowing of sovereign immunity coupled with the rising number of lawsuits, shrinking budgets and in some cases leadership may not fully understand the benefits of SOPs and SOGs, or a belief that the effort is too time consuming or too complex.
The Organizational System
"An organizational system is considered to have four basic elements: inputs from the environment, including information and other resources; transformations, the managerial or technological processes used to convert inputs to outputs; outputs in the form of desired products or services; and feedback, the environment’s reaction to outputs. Feedback serves as an input during future iterations of the process, thus completing the cycle and continually improving results". FEMA FA-197
The organizational system concept is a logical framework and an analytical, presentational and management tool which can help planners and managers ensure that department policies are adequately developed, maintained, and enforced.
1. Inputs
Collection of information and other resources with the expectation that it will lead to the implementation of the designated outcomes |
2. Transform
SOP development is a process used to convert inputs to outputs establishing formal policies and procedures |
3. Ouptut
Products and services end-state achieving the objectives with sustainable and desirable outcomes |
4. Feedback
The results from the SOP/SOG or protocol change among department Staff or community. |
As stated in FEMA FA-197, the eight steps below are critical in developing SOPs/SOGs that are effective and relevant:
Step One: Develop organizational support for conducting the needs assessment. Support can take many forms, from providing appropriate resources (personnel, time, meeting space, etc.) to demonstrating the commitment of fire and EMS managers to make changes based on the results of the study. The purpose of the needs assessment should be clearly stated and understood by all members of the department.
Step Two: Develop a plan of action. Assign responsibilities, divide tasks, and create a realistic schedule. Conducting a thorough needs assessment can be an intense and time-consuming process. Creating a plan of action helps maintain interest, promote accountability, and helps the group stay focused.
Step Three: Review current SOPs. Develop familiarity with existing SOPs. Look for previously identified problem areas and inconsistencies among SOPs. Consider potential impacts of the department’s operating environment on existing SOPs.
Step Four: Gather information on internal factors affecting SOPs. Examples include other department documents, post-incident analyses, exercises, drills, surveys, and interviews.
Step Five: Consider external factors affecting SOPs. The impact of laws, regulations, and standards should be considered here. Information sources may include literature reviews, professional and trade organizations, Federal and state agencies, other departments, accreditation manuals, and the Internet.
Step Six: Develop a list of required SOPs based on the needs identified in Steps 4 and 5. Consider the impact of internal and external factors, as well as the operating environment and standard of practice.
Step Seven: Analyze existing SOPs based on the information gathered in prior steps. Compare existing SOPs to the list developed in Step 6. Identify areas where new SOPs are needed, or existing ones should be modified or deleted. Realistically prioritize the results in light of department resources. SOPs required by laws or regulations must receive a high priority, as should those addressing critical health and safety issues.
Step Eight: Create a formal needs assessment document. Summarize findings and provide recommendations. Explain priorities and provide a specific rationale for adding, modifying, or deleting SOPs. (e.g., SOP is needed to comply with Federal regulation 29 CFR §1910.120; SOP is needed to address the emerging trend of domestic terrorism, etc.)
Standardization creates predictability, and predictability enables fireground commanders to manage and forecast the needs of the fireground. Well established SOP’s / SOG’s create operational effectiveness for fire departments across the country. The safe and effective management of fire service operations and incidents is dependent upon a structured, predictable, processes, based on firm rules of engagement.
- Identify the objective
- Determine and assemble the essential resources
- Review the current and available material
- Gather and assemble the necessary personnel
- Assign of tasks and mission
- Draft preliminary version
- Review, Revise, and Refine
- Approve and Ratify
- Distribution, Accessibility and Education
- Management, Supervision and Enforcement
- Evaluate, Review and Amend
SOP / SOG Template
SOP / SOG Template
The SOP Document Management System has been created with Firefighters and EMS team members in mind. The SOP Center DMS comes fully loaded with 200 SOP / SOG templates based on the FEMA FA-197 guidelines. These SOPs are organized according to the original structure dictated in FA-197. We feel these guidelines are as close to a standardized approach as there currently exists in the world of Firefighting standard operating procedures. The templates are populated with content from SOPs across the country. We have included procedures/guidelines that form a strong baseline for all Fire-Rescue operations in the United States.
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Acknowledgments
Resources and Acknowledgments
The SOP Center and staff would like to thank the many contributors that have provided assistance to this effort. We are grateful for the resources and the continuous support, encouragement, direction and content these dedicated professionals have provided.
The generous assistance and contribution, by the many Fire and EMS professionals, have helped to make it possible for SOP Center, to deliver the leading solution for specialized vital records, and document management. The solution includes the capability to manage thousands of documents and enables efficient policy and procedure content creation, storage, control, review, tracking, sharing, training and the distribution processes. Well-designed SOPs/SOGs are the foundation for then reviewing and assessing these documents in a learning environment.
In today's highly regulated fire service environment, many small and mid-sized and even large metropolitan departments struggle with keeping Standard Operating Procedures/Guidelines and Protocols current and have no means of monitoring the usage and compliance issue associated with these same policies procedures and protocols.
"SOPs are such a vital component of fire service administrative and emergency response operations. Departments cannot operate safely or effectively in modern society without a comprehensive set of SOPs and the management systems needed to develop and maintain them. Organizations that choose to ignore this fact are increasingly vulnerable to accidents, lawsuits, unnecessary costs, personnel problems, and damage to their professional image". (FEMA FA-197).
The incorporation of a comprehensive set of SOPs/SOGs and Protocols from the SOP Center, helps empower even the smallest departments and EMS agencies, and assists in delivering the highest level of community care.
SOP Center helps promote quality, and reliability, in fire service operations and pre-hospital care, advancing public safety, public health, pre-hospital care and emergency management response capabilities by establishing the highest level of care, ensuring safe, and efficient service delivery to the public.
ACKNOWLEDGMENTS
The SOP Center, solution has been built to follow the FEMA, GUIDE TO DEVELOPING EFFECTIVE STANDARD OPERATING PROCEDURES FOR FIRE AND EMS DEPARTMENTS FA-197. The guide was developed by a team of experts in the emergency services, put together by IOCAD Emergency Services Group. Participants included Fire and EMS officers, educators, attorneys, physicians, and other experts. A pdf version of FA-197 is available by clicking (HERE)
State of North Dakota and Mr. Ed Gregoire, State EMS Training Coordinator, EMS Specialist, EMS for Children Manager. The North Dakota Department of Health, along with an expert EMS protocol writing committee has developed and graciously contributed a comprehensive set of protocols that all including every procedure that may be done by EMS Professionals.
TIDEWATER EMERGENCY MEDICAL SERVICES COUNCIL, INC. Mr. Jim Chandler, Executive Director. The TIDEWATER EMERGENCY MEDICAL SERVICES COUNCIL, INC. has developed and graciously contributed the REGIONAL MEDICAL PROTOCOLS, 10th EDITION (2010). The council's 24-member board of directors represents the 10 cities and counties within the Tidewater EMS region plus six other medical organizations.
The Phoenix Fire Department and Fire Chief Bob Khan. Chief Khan oversees a department of more than 2,000 members, 57 fire stations, and a $300 million budget. Chief Kahn is recognized leader for his work in the community and for his work educating the public on life safety issues, Chief Kahn, and the Phoenix Fire Department has graciously contributed many of the most important and complex standard operating procedures and guidelines facing departments.
Tempe Fire Department and Chief Mark Simmons. Chief Simmons has been has been a member of the Tempe Fire Department for over 31 years. The Tempe Fire Department was the First Internationally Accredited Department in the Nation. And is fully accredited through the Commission on Fire Accreditation International. Chief Simmons and the Tempe Fire Department has graciously contributed many of the most important and complex standard operating procedures and guidelines facing departments.