Thursday, April 24, 2014
Strategic Plan Adopted June 2010

NATIONAL EMS MANAGEMENT ASSOCIATION STRATEGIC PLAN


WHO WE ARE


NEMSMA is a professional association of EMS leaders dedicated to the discovery, development, and promotion of excellence in leadership and management in EMS systems, regardless of EMS system model, organizational structure or agency affiliation.


HOW WE WILL ACHIEVE THIS

We will research, discover, develop, and promote best and most promising practices in EMS leadership, management, and administration through example, education, and advocacy.


WHAT IS OUR NICHE?

We are an inclusive organization of EMS leaders and managers. We welcome all, regardless of organizational size, corporate structure, ownership, or philosophy.

We believe in and act upon evidence-based best practices.

We understand that individuals responsible for EMS delivery must be both effective leaders and capable managers, with the necessary knowledge, skills, abilities and attitudes to perform in both roles.

 

CORE VALUES

* Accountability – We will give our members good value for their money, using processes that are open and accessible to the membership.

 * Collaboration – We will work collaboratively with other EMS agencies and organizations to achieve our established organizational goals.

 * Dedication – We will remain focused on our goals, and we will strive to provide the best possible effort on behalf of our members.

 * Effectiveness – We will produce results that benefit the EMS community.

 * Efficiency – We will use our resources productively and work towards outcomes that are specific and measurable.

 * Excellence – We will provide high quality products and services, and we will demonstrate excellence in all that we do.

 * Integrity – We will be honest in all that we do and say, and we will advocate for integrity as a core value of all of our members and member organizations.

 * Innovation – We will advance the cause of EMS leadership and management by using cutting-edge strategies, technologies, and best practices in our business and in our educational efforts.

 * Safety – We will recognize that safety is a central issue in the EMS community, and we will advocate for safe operational practices throughout that community.

 * Scholarship – We will promote academics, higher education and officer development, and encourage the development of educational institutions as centers for the advancement of EMS education and leadership through scholarly research and discourse.

 
SUBJECT MATTER AREAS

* Research – organizational, leadership, management practices
* Legislation and regulatory affairs
* Finance
* Human Resources
* Information Systems
* Evaluation / Quality Management / Performance Management
* Resource management and deployment
* Community engagement
* Safety
* Organization and team dynamics; crew resource management

 

CHALLENGES FACING EMS ORGANIZATIONS IN THE NEXT DECADE

1. We will see the replacement of a workforce of 80 million people with a workforce of 30 million people. There will be increasing competition for a high quality EMS workforce and talented EMS leaders.
2. The availability and quality of data will increase, as will the demands for information on which to base organizational decisions.
3. There will continue to be a demand for standards in the EMS industry, including standards for effective deployment, workforce safety and fitness of personnel.
4. The scope of services expected by communities from EMS agencies will continue to expand.
5. The “identity crisis” that exists in EMS (public health – public safety – medical care) needs to be resolved or put to rest. The EMS community will need to unify, embrace all of our charges, and define our own identity if we expect to effectively influence our discipline's destiny.
6. EMS may play a key role in the reform of the American health care system, by providing pathways to less expensive and more appropriate care (alternate destinations besides the hospital emergency department) as well as through the prevention and control of injuries and illnesses.
7. The volunteer workforce that provides EMS in many communities will require the leadership of skilled professionals and will likely continue to transition to a predominantly career workforce.

 

OPPORTUNITIES FOR NEMSMA TO IMPACT THE FUTURE OF EMS

1. Further define the profession of EMS, including the emergence of the “community-based health care professional.”
2. Identify and promote “best practices” managerial and administrative tools to assist EMS leaders in becoming more successful.
3. Create processes for establishing consensus standards that will guide the entire EMS community.
4. Provide opportunities for leadership development and leadership change.

 

GOALS AND OBJECTIVES

GOAL #1 – EDUCATE current and prospective EMS leaders and managers in the best available leadership and management practices.

GOAL #2 – ADVOCATE for high quality out-of-hospital care systems throughout the United States.

GOAL #3 – LEAD the EMS community toward greater unity and improved effectiveness, by discovering, developing, researching and disseminating the best EMS leadership and management practices, regardless of EMS system model, organizational structure or agency affiliation.

GOAL #4 – COLLABORATE with other organizations to advance the professionalism of EMS leadership, management, and administration.

 

Privacy Statement  |  Terms Of Use
Copyright 2011 by National EMS Management Association