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The following is the text of a letter dated 12 September 1996 from the Department of Internal Affairs sent to the Society in reply to our submissions on the government review of Emergency Services.

AbstractOpenness to emergency referrals, on‐the‐spot response, and active community‐based treatment and follow‐up can go a long way toward preventing hospitalizations.

Emergency Room (ER) is specific department in the hospital with specific problem too. A true emergency is any condition clinically determined to require immediate medical care. Government has regulation if every health facility must give health care without money deposit and every invasive medical treatment need informed consent.Together, this condition sometimes made unsatisfaction for patient and his family. How applied informed consent, if unconscious patient came without his/her family ? Who must make decision for treatment ?

Cover Page -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Acknowledgments -- Introduction -- 1. The Fire Districts -- 2. Military, Industrial, and Other Fire Departments -- 3. Police Departments -- 4. Ambulances and Other Support Services.

AbstractFunding for PES occurs through a variety of public and private sources. Potential difficulties associated with providing emergency psychiatric care in a free‐market economy are discussed.

"An expert guide to contemporary research in the field of emergency services management, this shortform book will help academics, scholars, and practitioners to appreciate the important role and contribution of these services. Contemporary emergency services have been rapidly changing in response to increasing demand, reducing resources, the impact of COVID-19 and the increasingly complex threats to public safety. Academics, practitioners, the emergency services and their key stakeholders all need to have a clear understanding of the changing role and contribution of these services as well as finding ways to improve their management and performance so that policy solutions to new and emerging threats may be efficiently developed and effectively implemented. The book looks at the application of public management theories to emergency services and the development of professionalism within the police, fire and rescue and ambulance services. It examines the increasing need for better collaboration and identifies the nature and extent of the academic and practitioner divide and the research gap between the academic and professional communities in each of the services. This book will be invaluable to researchers, scholars, practitioners and students in the fields of governance, leadership and management, especially those focusing on emergency services and management during crises"--

Cover -- Half Title -- Series -- Title -- Copyright -- Contents -- Preface -- Acknowledgement -- 1 Emergency services management: a research overview -- 2 Working towards attaining professional status -- 3 Collaboration: issues, challenges, and opportunities -- 4 Leadership and culture(s): still command and control? -- 5 The research-practice gaps in emergency services -- 6 Conclusion: collaboration, not isolation, is the way forward -- Index.

While most would suggest that more effective use of ICT bodes well for emergency services, there are issues associated with the introduction of such use. To explore these issues in Texas, the authors administered a survey of Texas Emergency Services Districts (ESDs). These districts are charged with delivery of emergency and medical services throughout the state and receive modest tax revenue to fund operations. The results show that in Texas ESDs political and organizational factors are important. Budgets are closely related to the political process in the ESDs, so politics plays a central role. Organizational culture and prevailing sentiments in Texas ESDs are generally supportive of ICT adoption and use. While ICT is seen as essential to service delivery, survey results show that problems of interoperability of communication systems is an issue. The most commonly used ICTs include email, GPS, Google Maps, standard web pages, Wi-Fi networks, smart phones, reverse 911, emergency alerts, Facebook, and database management. GIS, You Tube, VOIP, Cloud Computing, Twitter, LinkedIn, Digital Billboards, 311 for non-emergency disaster, 3D mapping, blogs, podcasts, and Wikis were used by few ESDs. When social media are used, they are not used in such a way as to encourage wider participation of the community in information gathering rather they are used only as an alternative traditional delivery service from the ESDs to the community. Data analysis of past events is used to improve performance. Data management issues of significant concerns include privacy and security.

AbstractA survey of psychological techniques that have been applied in the psychiatric emergency service demonstrates their potential for meeting the increased treatment demands of this changing and challenging milieu.

AbstractCrisis hospitalization has both an affirmative rationale in the community movement and a secondary rationale of cost containment. Brief hospitalization within the psychiatric emergency service offers intensive treatment and a rapid return to the community for the patient and is cost‐effective for the mental health system.

AbstractThe paper aims to assist emergency services organisations to learn how to learn so that managers better understand how to embed effective learning practices and systems into their organisation's culture. Learning in emergency services organisations occurs in a range of contexts. These include after‐action reviews, externally led inquiries, and practice‐led research projects. The paper outlines key themes from the work‐related learning literature and introduces a modified experiential learning framework to ground real‐world experiences. Interviews were conducted with 18 emergency services practitioners. The findings provide examples of the broad challenges that agencies need to manage to enhance and sustain learning. These include shifting value from action post an event, to reflection, focusing on the bigger picture and allowing enough time to effectively embed new practices after an emergency. No organisation can forgo learning. All experiences provide opportunities for learning to occur. A key insight for agencies interested in facilitating improvements in learning is to locate potential weak links in the learning cycle and to develop a better understanding of how to learn.