Swor R A
Department of Surgery, University of Michigan, Ann Arbor.
Emerg Med Clin North Am. 1992 Aug;10(3):597-610.
QA activities in EMS systems are severely hampered unless a central agency exists to coordinate data collection, funding, and communication between agencies and field providers. EMS systems must address these issues successfully to maximize their efforts. Some regions (San Francisco, King County, Washington, Burbank, California) have developed dedicated organizations for the evaluation of prehospital care. These organizations can greatly reduce the logistic impediments to evaluating EMS care and initiating improvements. A clear goal of any QA program is improved patient care. This noble goal by itself will not move an EMS system to embrace needed changes. Other compelling reasons for organizations to support quality management activities include decreased costs resulting from improved efficiency. QA programs may improve provider morale as a result of participation in the move toward excellence, and pride in workmanship. One survey found an improved sense of teamwork after initiating these programs. Patients must receive quality emergency medical care from the moment they enter the health care system. Leadership by the medical community is crucial if this goal is to be realized.
除非有一个中央机构来协调数据收集、资金以及各机构与现场急救人员之间的沟通，否则急救医疗服务（EMS）系统中的质量保证（QA）活动将受到严重阻碍。EMS系统必须成功解决这些问题，以最大限度地发挥其作用。一些地区（旧金山、华盛顿州金县、加利福尼亚州伯班克）已经建立了专门的组织来评估院前护理。这些组织可以极大地减少评估EMS护理和启动改进措施时的后勤障碍。任何QA计划的一个明确目标都是改善患者护理。然而，仅这个崇高的目标本身并不会促使EMS系统接受所需的变革。组织支持质量管理活动的其他令人信服的原因包括因效率提高而降低成本。QA计划可能会提高急救人员的士气，因为他们参与了追求卓越的行动，并为自己的工作感到自豪。一项调查发现，启动这些计划后团队合作意识得到了提高。患者从进入医疗保健系统的那一刻起就必须接受高质量的紧急医疗护理。如果要实现这一目标，医学界的领导至关重要。
