Abstract
Pre-hospital critical care is considered to be a complex intervention with a weak evidence base. In quality improvement literature, the value equation has been used to depict the inevitable relationship between resources expenditure and quality. Increased value of pre-hospital critical care involves moving a system from quality assurance to quality improvement. Agreed quality indicators can be integrated in existing quality improvement and complex intervention methodology. A QI system for pre-hospital critical care includes leadership involvement, multi-disciplinary buy-in, data collection infrastructure and long-term commitment. Further, integrating process control with governance systems allows evidence-based change of practice and publishing of results.
Highlights
Pre-hospital critical care is considered to be a complex intervention with a weak evidence base
Complex interventions in pre-hospital critical care Emergency Medical Service (EMS) personnel aim to provide a seamless continuation of the critical care environment from the scene of injury or onset of acute illness until definitive treatment
This yields a high number of possible outcomes and interconnected initiatives that suggests that pre-hospital critical care is a complex intervention
Summary
Pre-hospital critical care is considered to be a complex intervention with a weak evidence base. Complex interventions in pre-hospital critical care Emergency Medical Service (EMS) personnel aim to provide a seamless continuation of the critical care environment from the scene of injury or onset of acute illness until definitive treatment. To avoid that geography determine patient care, EMS providers must overcome austere pre-hospital conditions as well as geographical and logistical challenges. This yields a high number of possible outcomes and interconnected initiatives that suggests that pre-hospital critical care is a complex intervention.
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