News & Updates

  • 7 Jul 2022 9:49 PM | AIMHI Admin (Administrator)

    Leadership in Integrated Healthcare Award | This award recognizes an individual who has made significant impact on the integration of EMS, or the advancement of the integration of EMS into the healthcare system.

    Matt Zavadsky


    Matt Zavadsky, MS-HSA, EMT, is the chief transformation officer at MedStar Mobile Healthcare, the exclusive emergency and non-emergency Public Utility Model EMS system for Fort Worth and 14 other cities in North Texas that provides service to 436 square miles and more than 1 million residents and responds to over 170,000 calls a year with a fleet of 65 ambulances. MedStar is a high-performance, high-value Emergency Medical Services system, providing advanced clinical care with high economic efficiency.

    MedStar is one of the most well-known EMS agencies in the country, and operates a high-performance system with no tax subsidy, and the recipient of the EMS World/NAEMT Paid EMS system of the Year, and the only agency to be named an EMS10 Innovator by JEMS Magazine.

    He is also the co-author of the book “Mobile Integrated Healthcare – Approach to Implementation” published by Jones and Bartlett Publishing.

    He has 42 years’ experience in EMS and holds a master’s degree in Health Service Administration with a Graduate Certificate in Health Care Data Management. Matt is a frequent speaker at national conferences and has done consulting in numerous EMS issues, specializing in high-performance EMS operations, finance, mobile integrated healthcare, public/media relations, public policy, transformative economic strategies, and EMS research.

    Matt is also immediate past president of the National Association of EMTs, and chairs their EMS Economics Committee.

  • 7 Jul 2022 9:33 PM | AIMHI Admin (Administrator)

    Leadership in Integrated Healthcare Award | This award recognizes an individual who has made significant impact on the integration of EMS, or the advancement of the integration of EMS into the healthcare system.

    Dr. Veer Vithalani

    Veer Vithalani, MD
    Medical Director
    MedStar Mobile Healthcare


    Dr. Vithalani has been an incredible advocate for the expanded role of EMS and EMS practitioners in the community and healthcare system. All of the MIH programs conducted are with the full support, education, credentialing and often, suggestion of Dr. Vithalani.

    Most notably, to support the use of non-CLIA waived Point of Care testing that supports clinical interventions by MedStar's MIH Team, Dr. Vithalani took the required training, and became a Certified Lab Director, that allowed us to become certified as a Moderate Complexity Lab, facilitating the use of non-CLIA waived POC tests and processes.

  • 7 Jul 2022 9:29 PM | AIMHI Admin (Administrator)

    Advocacy in Integrated Healthcare Award | This award recognizes a legislator or regulator who has made significant impact on the integration of EMS, or the advancement of the integration of EMS into the healthcare system.

    WI Representative Amy Loudenbeck


    Originally from the Detroit and Chicago area, Wisconsin Representative Amy Loudenbeck graduated from the University of Wisconsin–Madison in 1991. She was elected to the Wisconsin State Assembly in 2010 as a Republican.

    Despite serving in a deeply politically polarized state, Representative Loudenbeck's relationships with fellow legislators span both sides of the political aisle and engage all corners of Wisconsin. She has an exemplary record of support for emergency medical services and fire departments, and has authored numerous mobile healthcare bills with bipartisan support that were signed into law by Governor Walker and Governor Evers.

    Most recently, Representative Loudenbeck championed legislation that directed the Wisconsin Department of Health and Human Services to implement certified public expenditure and upper payment limit Medicaid match programs in her state. This legislation had the support of PAAW, the Wisconsin State Fire Chiefs Association, Professional Fire Fighters of Wisconsin, and the Wisconsin EMS Association. Once instituted, these programs will infuse governmental, non-profit, and for-profit EMS providers of all types with millions of dollars in desperately-needed additional funding.

    The Professional Ambulance Association of Wisonsin and its members are confident that Rep Loudenbeck will continue her tireless support of EMS in her next role in government. (Rep Loudenbeck is currently running for the office of Wisconsin Secretary of State.)

    Supporting Links
    https://www.linkedin.com/in/amy-loudenbeck-484a72/

    https://docs.legis.wisconsin.gov/2021/legislators/assembly/2159


  • 7 Jul 2022 9:24 PM | AIMHI Admin (Administrator)

    Excellence in Value Demonstration or Research: This award recognizes an EMS or non-EMS organization that created and implemented an analysis of data and/or research project to demonstrate the value impact of the services provided by the organization.

    Niagara EMS EMS Response Time Performance Plan

    Niagara EMS is being honored for their total redesign of their response system to improve ambulance availability for life-threatening calls and reduce the use of lights and sirens for a response.

    Links





  • 7 Jul 2022 9:16 PM | AIMHI Admin (Administrator)

    Excellence in Public Information or Education: This award recognizes an EMS or non-EMS organization that has developed and implemented an effective public information or education campaign designed to encourage patients, members, or the public to develop or maintain healthy lifestyles, or to more effectively utilize healthcare resources.

    KPS|3 for Public Awareness of REMSA MIH Initiatives


    Since 2012, when REMSA Health was awarded a Health Care Innovation Grant from the Center for Medicare and Medicaid Innovation, KPS3 has been sharing the message about the importance of incorporating patient navigation into the region’s EMS system. At that time, KPS3 was tasked with launching a public awareness campaign intended to change behavior related to three key interventions - a Nurse Health Line, Alternative Destination Transport and Community Paramedicine.   

    While the specific message and program element has changed in the last decade, KPS3 has remained a committed partner in conceptualizing and implementing comprehensive campaigns to promote proper patient navigation. It’s clear the purpose of the campaign is to change behavior (don’t call 911 for non-emergencies) but there are strong attitudes and deeply held values related to the public perception of 911/ambulance transport usage. KPS3 understands these nuances and works with REMSA Health’s PR department, subject matter experts and leaders to figure out how to move the needle on public behavior without threatening the closely-held belief of a right to a timely emergency response and access to quality care.       

    In 2021, REMSA Health’s Regional Emergency Communications Center managed 276,281 calls. In the same year, the Ground Operations EMTs and paramedics responded to 67,730 calls for 911 service; of that 47,705 patients were transported to the ER. The number of calls and responses is significant and to preserve medical emergency response resources for true emergencies, EMS providers and community members needed to be educated about accessing the right level of care. KPS3 recognized the need for a public relations PESO content model (Paid, Earned, Shared, Owned) which is useful when there is a need to explain complex, in-depth concepts - which mobile integrated health has plenty of.    

    Under the direction of REMSA Health and with the support of the Washoe County District Board of Health, KPS3 brought a public-facing communications strategy to life to help people understand the appropriate use of medical 911 resources. Named “Choose The Right Care,” the campaign focuses on preserving 911 for emergencies and helping the public embrace alternatives to an ambulance response and/or transport to an emergency room. The campaign reinforces the safety and efficacy of other care pathways including transferring Alpha/Omega calls to a Nurse Health Line, transportation to an alternate destination, a protocol program called “Assess and Refer ” and Treatment in Place via telehealth.   

    Key elements of the (PESO) communications and content management plan included:   

    • P - PAID  English and Spanish language advertisements were purchased on local buses  Four-second animated call to action television station identification ads  Sponsor lines on local NPR station  Explainer video looped on concourse monitors at local AAA baseball team stadium   Sponsorship of a local business networking organization       
    • E - EARNED  12-minute segment on Face The State (CBS affiliate)   Misc morning/evening television news coverage (CBS affiliate)  In-studio three-minute television news segment (ABC affiliate)  Subject matter expert interview misc morning/evening coverage from pitch (NBC affiliate)  Local NPR affiliate reporter ridealong (story scheduled to run in June 2022)   
    • S - SHARED   REMSA Health leaders and supporters, healthcare partners, community influencers and KPS3 staff share organic social media posts on Instagram, Facebook, LinkedIn and related media coverage links  Reno-Sparks Chamber of Commerce membership email inclusion   
    • O - OWNED  ChooseTheRightCare.com - The creative development, design and build-out of an animated and interactive microsite/landing page (available in English and Spanish) which lives on remsahealth.com. This helps visitors understand levels of care based on a few different healthcare scenarios. The site also features contact information for community health resources.   An easy-to-understand, animated explainer video was developed to share across REMSA Health’s channels and for community partners and influencers to share, as well. A three minute version and a 30 second version were developed in English and Spanish, as well as with subtitles to ensure as much access to the messaging as possible.  Flyer and poster distribution to frequent users and community locations, respectively (ie libraries, pharmacies, etc)    

    Other strengths of the program:  KPS3 committed to a library of consistent creative visuals and easy-to-understand language to help the public understand the key point, despite the delivery channel   The focus on using phrases and talking points free from jargon, such as:  The 911 call is changing and that’s ok.  Thirty percent of the calls REMSA Health receives are for first-aid level care - things like sprained ankles, toothaches and sore throats.  Use 911 for emergencies only.  A true emergency are things like cardiac arrest, stroke symptoms, uncontrolled bleeding and serious allergic reactions.  Helping patients get to the right level of care is safe and is approved by our medical directors.  We need the public’s help. It’s ok if a medical dispatcher transfers you to a registered nurse to get care guidance at home. It’s also ok if the paramedics or EMTs that respond to you suggest that you visit a doctor, an urgent care clinic or a pharmacy instead of being transported to the emergency room in an ambulance.

    Organization Overview
    This nominee is not a payer, a hospital system or a hospice agency. They may not be the conventional choice for this award because they are a digital/marketing/communications agency. However, they are most certainly an EMS agency partner. KPS3 describes itself in the following way: We build brands and create technology that move people to action. We don’t fit the mold. A marketing company, a PR firm, a digital agency - none are quite enough. We create brands and advertising campaigns for companies and organizations across the nation. We build enterprise-level web and mobile applications. We handle crisis communications for clients we can’t mention. And we are able to do it all because we have smart, dedicated and well-researched professionals who like debates, data, human psychology and the unexplored.     REMSA Health describes KPS3 as: KPS3 is not just a three-plus decade vendor of ours. They are a friend, champion and an extension of our PR team, as well as of the organization. The REMSA Health account team at KPS3 applies strategy, creativity and innovation to our work. They engage us in meaningful dialogue about what we want to achieve because they understand how it improves the quality of life for the people in the communities REMSA Health serves. From their founder who landed REMSA Health as her first client 30 years ago and still contributes to our account to the new college graduate hired to curate our digital content, KPS3 understands the profession of emergency medical services and believes in the future of mobile integrated health.

    Date of Implementation: January 2021 (additional phases of the campaign continue to launch)

    Description of Outcomes / Utilization / Change
    Year to date, there has been an impact of five percent in terms of referring people out of the 911 system, across all alternate care pathways. Resetting expectations for a healthcare model that is more than four decades old is slow-going. KPS3, REMSA Health and the Washoe County Health District understand that the Choose The Right Care campaign is a starting point for helping patients, elected officials, municipal managers, healthcare partners, employees and community influencers understand that the delivery of out-of-hospital healthcare must change. Since it is still in the early stages, research and measurement about reach, awareness and behavior change have not yet been conducted. However, local healthcare partners, as well as elected/appointed officials who have seen elements of the campaign are enthusiastic and invested in supporting the message.

    Budget: All of the funds for the Choose The Right Care campaign were invested back into the Washoe County community through funds that REMSA Health pays to the Washoe County District Board of Health for any non-compliant responses.    

    Total Budget: $72,444 

    • NPR - $750 
    • NBC affiliate - $5000 
    • ChooseTheRightCare.com landing page - $26,581 
    • Explainer Video - $25,328 
    • Flyers/Poster/Bus interiors - $2470 
    • Account coordination - $12,315

    Estimated Reach: Since the campaign has only recently fully launched, these figures are preliminary.    ChooseTheRightCare.com landing page: 

    • 630 Unique Pageviews 
    • Average Time on Page is 2:24    
    • Explainer video viewing via remsahealth.com:  65 Unique Viewers 
    • 194 Unique Impressions   
    • Approximate earned media publicity value: $17,802   
    • Audience reach for the baseball stadium, NPR, NBC and bus interiors are unknown as these elements are still running.

    Supporting Links
    Assess & Refer Patient Material (English)  https://drive.google.com/file/d/1_mrfDYSXJtyOZExkM8dc9odk4Mev_WAj/view?usp=sharing     

    Assess & Refer Patient Material (Spanish)  https://drive.google.com/file/d/1xbdErREKEbXjrmrXdA4-1H0na50h-nD-/view?usp=sharing     

    ChooseTheRightCare.com   https://www.remsahealth.com/choose-the-right-care/     

    Every Call Is Important (English)  https://drive.google.com/file/d/1kHD_LxmULFKv0FglkTWXur81C3tF5_13/view?usp=sharing     

    Every Call Is Important (Spanish)  https://drive.google.com/file/d/18d3tgXqmrbasbBTZZoSsRFYqIHncrU1k/view?usp=sharing      

    Explainer Video  https://www.remsahealth.com/choose-the-right-care/about/       

    Baseball Stadium  https://drive.google.com/file/d/1eLzobDX2cOlmYH7cZ0siPXCL-XV62gBw/view?usp=sharing  https://drive.google.com/file/d/1Bii1ZAe1oCsWpoWXzHsSntSYkk2vmMY4/view?usp=sharing       

    Face the State earned media interview  https://www.remsahealth.com/news/face-the-state-interview-asks-the-public-to-use-911-appropriately     

    NPR Ride Along  https://drive.google.com/file/d/1inJo_LvHCaT82DOrOBX3YUCdeV2egHLf/view?usp=sharing  https://drive.google.com/file/d/1inJo_LvHCaT82DOrOBX3YUCdeV2egHLf/view?usp=sharing     

    NPR Sponsor Lines  https://drive.google.com/drive/folders/10GjJqThTTg985IQ8BRPCxCZymjsUduZ9?usp=sharing

  • 7 Jul 2022 3:45 PM | AIMHI Admin (Administrator)

    Excellence in EMS Integration Award: This award recognizes a non-EMS organization that has developed and implemented a partnership with EMS organizations that have demonstrated enhancement of patient experience of care, improved patient outcomes, or reduced the cost of healthcare.

    Medically Home Group, Inc. TetherMed

    Description
    TetherMed is the Mobile Integrated Health enablement arm of Medically Home Group, Inc.  This enablement program focuses on clinical skill development, critical thinking skills, physical examination and care planning, and the operational aspects that allow mobile integrated healthcare teams to support a variety of virtual hospital models, including Acute Hospital Substitution, ED in Home, and Oncology in Home.

    Organization Overview
    Medically Home Group, Inc. is a technology enabled company that provides a platform for healthcare systems to create a virtual hospital for delivery of care to take place where patients desire the care be delivered, their own home.

    Date of Implementation: October, 2021

    Number & Demographics of Patients/Members
    With 12 Health System Partners - Medically Home has supported an average daily census of over 100 patients in the Acute Hospital Substitution model.  In March of this year, Medically Home's Boston operation celebrated seeing their 3000 patient in the ED at Home model.     

    Medically Home has a goal of having the Mobile Integrate Health clinician complete 65% of the in-person visits across all of their use cases for the virtual hospital platform.

    Description of Outcomes / Utilization / Change
    Through TetherMed's MIH enablement, we have continued to improve the utilization of the MIH Clinicians in the Virtual Hospital model.  Through both local, as well as state and national advocacy, TetherMed has created confidence in the health systems that the MIH Clinician is the "swiss army knife" of in-home clinicians.  Their versatility allows for them to provide compassionate bedside care, as well a pivot to providing advanced care as needed.  They are also trusted caregivers that are accustomed to caring for patients in the home environment.  Recent advocacy in the State of Arizona, has changed legislation which allows for the MIH Clinician to serve as in-person visits within the virtual hospital model under the CMS Hospital without Walls waiver.  This move improves the patient experience, whereas a single clinician can provide comprehensive care, including assessment, medication administration, phlebotomy, and point of care testing.

    Supporting Links

  • 7 Jul 2022 3:43 PM | AIMHI Admin (Administrator)

    Excellence in EMS Integration Award: This award recognizes a non-EMS organization that has developed and implemented a partnership with EMS organizations that have demonstrated enhancement of patient experience of care, improved patient outcomes, or reduced the cost of healthcare.

    McMaster University Department of Family Medicine Community Paramedicine at Clinic (CP@clinic)

    Description
    Community Paramedicine at Clinic (CP@clinic) is an evidence-based robustly researched chronic disease prevention, management, and health promotion program that was developed in response to the high 911 call rate and high needs of low income and vulnerable older adults living in social housing in Ontario, Canada. The standardized research-based program is implemented in partnership with local paramedic services. Paramedics with program-specific training provide regularly scheduled sessions in common rooms of social housing buildings. Older adults attend these one-on-one sessions with paramedics who use evidence-based validated tools to assess patient risk factors in the areas of chronic diseases and social determinants of health. Decision-support algorithms guide paramedics to provide tailored health education and referrals to appropriate health and community resources based on patients’ assessment results. With consent, patient assessment results are shared with their primary care provider to support continuity of care.

    Organization Overview
    McMaster Community Paramedicine Research Team, McMaster University Department of Family Medicine

    Date of Implementation: Ongoing since February 2014

    Number & Demographics of Patients/Members
    4,288 patients enrolled in CP@clinic

    Description of Outcomes / Utilization / Change
    The CP@clinic program has been rigorously evaluated through a multi-site pragmatic cluster RCT (randomized controlled trial) methodology, qualitative research and health economic analysis, followed by linkage with health administrative datasets and health system impact analysis. The program has reduced 911 EMS calls by 20%, increased patients’ Quality Adjusted Life Years, reduced blood pressure to normal levels among 40.5% of patients with high blood pressure, improved diabetes risk scores among patients. In turn, CP@clinic has increased the capacity of the emergency health care system through cost avoidance and reallocating health resources such that the estimated benefits of the program outweigh its costs at a ratio of 2:1. Net savings per social housing patient participating in CP@clinic are $88 CAD.

    Supporting Links
    CP@CLINIC WEBSITE:

    https://cpatclinic.ca      

    PUBLICATIONS:   

    Development of a community health and wellness pilot in a subsidised seniors’ apartment building in Hamilton, Ontario: Community Health Awareness Program delivered by Emergency Medical Services (CHAP-EMS) https://doi.org/10.1186/s13104-015-1061-8      

    Evaluation of a community paramedicine health promotion and lifestyle risk assessment program for older adults who live in social housing: a cluster randomized trial https://doi.org/10.1503/cmaj.170740      

    Reducing 9-1-1 Emergency Medical Service Calls By Implementing A Community Paramedicine Program For Vulnerable Older Adults In Public Housing In Canada: A Multi-Site Cluster Randomized Controlled Trial https://doi.org/10.1080/10903127.2019.1566421      

    Cost-effectiveness analysis of a community paramedicine programme for low-income seniors living in subsidised housing: the community paramedicine at clinic programme (CP@clinic) https://doi.org/10.1136/bmjopen-2020-037386      

    Feasibility of implementing a community cardiovascular health promotion program with paramedics and volunteers in a South Asian population https://doi.org/10.1186/s12889-020-09728-9      

    Effects of a community health promotion program on social factors in a vulnerable older adult population residing in social housing  https://doi.org/10.1186/s12877-018-0764-9      

    The CHAP-EMS health promotion program: a qualitative study on participants' views of the role of paramedics https://doi.org/10.1186/s12913-016-1687-9      

    INFOGRAPHICS

    • The Community Paramedicine at Clinic (CP@clinic) Program http://hdl.handle.net/11375/27351     
    • Tsunami of Neglected Health Conditions http://hdl.handle.net/11375/27373     
    • Long Term Goals for Long Term Care http://hdl.handle.net/11375/27379        
    • Data ownership and security for CP@clinic http://hdl.handle.net/11375/27378      
    • Beneath the Tip of the pandemic Iceberg http://hdl.handle.net/11375/27380     
    • Virtual CP@clinic / Virtuel PC@clinique http://hdl.handle.net/11375/27405     
    • The CP@clinic and CP@home Programs Can Help Older Adults on the Long-Term Care (LTC) Waitlist Stay Safe at Home http://hdl.handle.net/11375/27406     
    • CP@clinic Long Term Care Info Brief http://hdl.handle.net/11375/27408    
    • Introducing the Community Paramedicine at Home (CP@home) Program http://hdl.handle.net/11375/27409


  • 6 Jul 2022 3:40 PM | AIMHI Admin (Administrator)

    Excellence in EMS Integration Award: This award recognizes a non-EMS organization that has developed and implemented a partnership with EMS organizations that have demonstrated enhancement of patient experience of care, improved patient outcomes, or reduced the cost of healthcare.

    NIAGARA EMS Mental Health and Addictions Response Team (MHART)

    Since 2010, the Niagara Region of Ontario, Canada had been experiencing an increased demand for emergency health services, reflective of evolving patient needs, as evidenced through increasing call volume to Niagara Emergency Medical Services (NEMS) and hospital emergency department visits. Collectively, these factors were placing a non-sustainable demand on available resources.   

    As a result, in the spring of 2018, NEMS engaged in strategic program development with the goal of developing a Mental Health and Addictions Response Team (MHART) to better address low acuity mental health and addictions calls in the community. More specifically, MHART is made up of an Advanced Care Paramedic and Mental Health Registered Nurse who respond together to 911 emergency calls in the community, perform mental health assessments, and intervene correspondingly. The team is mandated to provide holistic, patient centered, multidisciplinary care which builds alternate pathways to care, reduces stigma through outreach, and coordinates follow up care for opiate overdoses occurring within the communities of Niagara.    

    MHART has been implemented as a partnership, with paramedics and vehicles provided by Niagara EMS and mental health nurses provided in-kind by three partner organizations - Niagara Health, Welland McMaster Family Health Team, and Quest Community Health Centre.   

    The MHART team services the entire Niagara Region, and operates 7 days a week between 9:30am and 9:30pm.    Program objectives include:    

    • Respond to patients in personal crisis, whether medical or mental health, to provide the best pathway for their treatment and care 
    • Provide direct referrals to community and hospital based resources, supporting integration and collaboration between local partners
    • Respond to active overdose calls as well as follow-up with post-overdose patients, encourage addiction treatment and referral to community resources, and provide harm reduction guidance and materials 
    • Help reduce stigma associated with mental illness and substance misuse by providing an enhanced medical response to 911 calls, and create an opportunity to work closely with our police services to ensure mental health is treated as a health and medical issue

    Organization Overview
    Given MHART's successful implementation as a partnership between local healthcare organizations, this nomination is to recognize the three organizations who each donate mental health nurses in-kind to Niagara EMS to support the program:   

    • Niagara Health - a regional healthcare provider with multiple hospital sites across Niagara, and a growing network of community-based and virtual services. Provides a wide range of inpatient and outpatient services to residents including Acute Care, Cancer Care, Cardiac Care, Complex Care, Emergency Care, Kidney Care, Long-Term Care, Mental Health and Addictions.   
    • Quest Community Health Centre - a non-profit charitable organization providing primary health care, health promotion, and community capacity building to residents of the Niagara Region. Staff include a wide range of interdisciplinary health care providers working in a shared care team model. Focus is on the delivery of client-centred holistic health care that seeks to remove barriers to care, as well as address the Social Determinants of Health.    
    • Welland McMaster Family Health Team - a healthcare organization that includes a team of family physicians, nurse practitioners, registered nurses, social workers, dietitians, and other professionals who work together to provide health care for their community. Family Health Teams focus on chronic disease management, disease prevention, health promotion, and work with other health care organizations, such as public health units. As a team, they develop the best possible care plans for the health and wellness of patients.

    Date of Implementation: MHART was implemented as one of the Niagara EMS mobile integrated health teams in July 2018.

    Number & Demographics of Patients/Members
    Since the launch of MHART in Q3 of 2018, Niagara EMS has been tracking the number of mental health & addictions related 911 calls assigned to this team on a quarterly basis.  They have consistently responded to between 350-400 calls each quarter.

    Assigned calls have been more variable since the onset of the pandemic in March 2020, but the MHART team has continued to operate given the increased importance of mental health related issues during COVID.

    In terms of demographics, although the MHART team can and will respond to 911 calls from residents of all ages, abilities and backgrounds, local data has shown the majority of our mental health calls come from the youth and young adult age cohort.

    Description of Outcomes / Utilization / Change
    Ultimately, the System Transformation being undertaken by Niagara EMS will help alleviate demands in the Niagara Ambulance Communication Service, the community, and the hospital system by diverting patients to the most appropriate point of contact and level of care. Overall emergency response times will improve as more critical, time sensitive resources can be better allocated.   

    Quantitative Outcomes/Utilization Change:     

    • Since 2019, Niagara EMS has witnessed a 6.9% decrease in transports of mental health patients to the Emergency Department despite an 8.1% increase in the number of mental health related 911 calls - meaning these patients are accessing real time alternative, more appropriate health care.    
    • Niagara EMS has also been tracking the number of times an ambulance was diverted by the MHART team. They have consistently been able to divert an ambulance on between 75-80% of their responses to mental health related 911 calls.     
    • More than 500 referrals have been made to community health and social services by MHART team members, and over 350 Naloxone kits have been distributed to help support the opioid overdose crisis.    
    • With statistical significance, it has been shown that MHART decreases the frequency of mental health 911 calls for those repeat callers of 911 who have called with mental health issues greater than 3 times.  Thus, patient involvement with MHART will often lead to a decrease in their future calls.       

    Patient Story:   

    MHART responded to a ‘Priority 1’ emergency call for shortness of breath, being the closest available unit to the emergency. Upon arrival, patient was a middle aged female and a local business owner who was experiencing a situational crisis with anxiety. Patient had taken an Ativan prior to MHART arrival to help with her anxiety.  The MHART crew was able to de-escalate the patient, supporting her with calming exercises. Once calm, the patient accepted referrals to community supports. It was then discovered that the patient was also a patient of one of MHART’s mental health nurses. MHART obtained consent and coordinated a counselling appointment right then for the patient at the family health team's office - which was greatly appreciated.    

    Patient was also referred to the crisis line and provided a Community Mental Health Association (CMHA) coping card with various exercises for calming which she could do on her own in the future. MHART followed up with the patient the next day to see how she was doing, and was able to confirm her appointment for the following Monday.    

    During this 911 call, MHART was able to cancel fire dispatch, ambulance dispatch, and ultimately averted a visit to the Emergency Department, while providing the patient with the right care, at the right time and place, by the right provider.

    Supporting Links
    Niagara EMS received temporary funding to expand our MHART team during the COVID pandemic, due to increased demand for mental health emergency services.  Link to media article on temporary expansion:   https://niagaraatlarge.com/2021/01/23/niagara-region-expanding-ems-services-to-address-people-struggling-with-mental-health-addiction-homelessness/     

    Link to Niagara EMS website with more info about our Mobile Integrated Health Teams, including MHART:  https://www.niagararegion.ca/living/health_wellness/ems/mobile-integrated-health-teams.aspx


  • 6 Jul 2022 3:33 PM | AIMHI Admin (Administrator)

    Washington, DC—Today the Academy of International Mobile Healthcare Integration (AIMHI) announced the winners of the third annual AIMHI Excellence in Integration Awards, which will be celebrated at the Pinnacle EMS Conference in Marco Island, Florida.  These prestigious honors celebrate and promote high-performance, high-value EMS, its partners, and leaders.

    This year's winners are:

    Excellence in EMS Integration

    Excellence in Public Information or Education

    Excellence in Value Demonstration or Research
    Advocacy in Integrated Healthcare Award
    EMS Leadership Award

    “The AIMHI Excellence in Integration Award winners represent the very best in mobile integrated healthcare and its partners. We are proud to honor these exceptional programs and individuals,” said AIMHI President Chip Decker.

    Those not in attendance will receive their awards locally.

    ###

    Academy of International Mobile Healthcare Integration (AIMHI)

    The Academy of International Mobile Healthcare Integration (AIMHI) represents high performance emergency medical and mobile healthcare providers in the U.S. and abroad. Member organizations are high-performance systems that employ business practices from both the public and private sectors. By combining industry innovation with close government oversight, AIMHI members are able to offer unsurpassed service excellence and cost efficiency.



  • 5 Jul 2022 2:26 PM | Matt Zavadsky (Administrator)

    Outstanding article in this month’s Public Management Magazine – the official publication of the ICMA

    https://icma.org/articles/pm-magazine/reimagining-fire-and-paramedic-services-21st-century

    Love these quotes in the article:

    • EMS is a healthcare function, not a public safety function.”
    • Analysis of Computer Aided Dispatch (CAD) and workload analysis data is critical in understanding your community’s actual risk profile and developing a new service model.”
    • Separating fire protection and prevention services from emergency medical services reduces cost, reduces response times, and improves the overall quality of both services.”

    We were part of the CPSM team that worked with the city of Placentia on this model.

    Placentia city leaders will be presenting this model at the 2022 ICMA conference in Columbus, OH in September.

    We will be part of a 4-hour workshop at the same conference, educating city and county leaders on effective EMS system design.


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