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STATEMENT OF OWNERSHIP, MANAGEMEN T,
• 9. 31 percent of the unit dispatches were
for repeat calls.
• Top diagnoses were lacerations, anxiety,
weakness, abdominal pain, and nausea.
• Procedures ranged from education to
wound care and making appointments
for patients at other facilities.
It is worth it to note that 5.78 percent of
the patients they encountered were homeless. By now, readers can tell the people
being dealt with are at least in part those
who use the system extensively and often
end up at the emergency room because
they have no other healthcare options. So,
starting this program helped Anaheim get
ahead of the call, and personnel measured it
to show how.
• 83 percent of all ALS units were released
after the CCRU responded.
• ALS units were released in 84.3 percent
of all patients.
• 56 percent of patients were NOT transported to the emergency department.
• 51 percent were treat and release, 42
percent were transported basic life
support, 2 percent ALS, and 5 percent
referred for an appointment.
Anaheim estimates that there were about
$280,000 of cost savings for medicare
expenses, $580,000 of potential cost
savings in provider billing amounts, and
523 potential emergency bed time hours
saved—which amounts to a very large savings to the hospital providers.
Anaheim is still working on the program,
but I think it’s a wonderful example for us to
consider. It certainly dispels the notion that
CRR is just another name for prevention,
though it does help us to focus on a critical
aspect of CRR: focusing on outcomes that
improve public safety and reduce risks. I have
to credit our friends at Marketing 4 Change
for coming up with the phrase “get ahead
Florida that has done so much to help refine
outreach efforts for the Vision 20/20 Project.
I also need to credit my friend Monica
Colby of Rapid City, South Dakota, for her
help in putting the case study for Anaheim
in order. A tip of the hat to Chief Brueg-
man, a long-time friend, who is helping to
pioneer the concepts of CRR in Anaheim.
I know there are a growing number of fire
departments across the nation that are
beginning to look at this model, and I think
it’s a big part of the future for the American
fire service. It provides us with the opportunity to integrate ourselves into the broader
public health arena, where we are viewed as
an integral part of the overall medical
system. It helps us to improve our community relations, and it does help us focus on
getting ahead of the call volume. Because
although fires are going down, overall call
volume is going up and will continue to get
worse as our population ages.
To learn more about Anaheim’s efforts,
contact Captain Dave Barry at Dbarry@
Jim Crawford, FIFireE, is project manager for Vision
20/20 and a retired fire marshal and deputy chief of the
Vancouver (WA) Fire Department. He is a member of the
NFPA technical committee on professional qualifications
for fire marshals, a former member of the Standards
Council for the NFPA, a fellow of the Institution of Fire
Engineers, a life member of the IAFC, and past president
of the International Fire Marshal’s Association. Crawford
is the author of Fire Prevention Organization and Management and is an editorial board member of FireRescue.
He has received the R. Wayne Powell Excellence in Fire
Prevention Award, the Dr. Anne Phillips award for leadership in fire and life safety education from the Congressional Fire Services Institute and the International Fire
Service Training Association, the “Fire Protection Person
of the Year” from the Society of Fire Protection Engineers,
and the Percy Bugby Award from the International Fire
To read more from Jim Crawford, visit www.
Because although fires are going
down, overall call volume is
going up and will continue to get
worse as our population ages.