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The video was uploaded to YouTube on April 19 in South Gate, California, within Los Angeles County.
It's unclear whether the individual recording was affiliated with six people arrested during the police response, according to NBC Los Angeles. Intentionally blocking or ordering an individual to cease recording constitutes a First Amendment violation.
As NHTSA and the nation's Emergency Medical Services (EMS) family celebrate the first thirty years of organized EMS and prepare for the many challenges of appropriately serving our communities into the Twenty First Century, our continuing goal is to reduce unnecessary death and disability. Our continuing partnership with the Health Resources and Services Administration, Maternal and Child Health Bureau, provided us with the opportunity to take an important step in pursuit of this expanded goal, through the development of the "Leadership Guide to Quality Improvement for Emergency Medical Services Systems". Quality is anything that enhances the product or services from the viewpoint of the customer (patient).
With the rapidly changing health care environment, EMS must determine how it can best serve community health, while remaining the public's emergency medical safety net. The Leadership Guide is presented in a loose-leaf format to allow for addition of new materials and notes resulting from continued study and growth in the area of quality improvement.
NHTSA plans to develop additional materials and programs to contribute to continued growth in this important area and we would strongly encourage EMS leaders at all levels to embark on this journey with us. Jason Paluck, Emergency Health Services Department, University of Maryland-Baltimore County, Baltimore, Maryland.
Since the enactment of the National Highway Safety Act of 1966, and the formal beginning of emergency medical services (EMS), the common goal of EMS systems has been to reduce unnecessary death and disability.
This manual provides a useful guide for EMS system leaders to use to improve quality within their organizations. Leadership involves efforts by senior leadership and management leading by example to integrate quality improvement into the strategic planning process and throughout the entire organization and to promote quality values and QI techniques in work practices.
Human Resource Development and Management involves working to develop the full potential of the EMS workforce. EMS System Results entails assessing the quality results achieved and examining the organization's success at achieving quality improvement.
Satisfaction of Patients and Other Stakeholders involves ensuring ongoing satisfaction by those internal and external to the EMS system with the services provided. Experience from other fields shows that integrating QI into an organization or system takes several years. Your EMS organization or system will begin its QI journey when the leaders begin the process of learning about the theory, techniques and benefits of quality improvement. Stage II establishes the structural foundation necessary to fully integrate QI into the strategic planning process. As you look at each of the Baldrige categories and their implications for structural and procedural changes in your EMS organization, keep in mind a very important concept: the most important results for achievement are improved health of EMS patients, improved quality of EMS services, and improved efficiency of resource use. The remainder of this manual covers the application of each of the seven Baldrige categories to EMS. Everyone working in EMS can find ways to promote quality and efficiency, to improve all aspects of the EMS system, and to promote excellence and personal accountability. EMS managers, reviewing ambulance response performance over time, discover that the goal of on-scene arrival within 6 minutes after notification only happens about 20% of the time. Quality can be built into all EMS activities and services and can be assured by continuous examination to identify potential improvements. Leaders create the opportunity for workers to suggest improvements and act quickly to make needed changes in production process. The Japanese have a saying: "Every defect is a treasure", meaning that errors and failures are opportunities for improvement.
Improved performance cannot occur unless workers feel comfortable that they can speak truthfully and are confident that their suggestions will be taken seriously. Barriers between organizations or between departments within one organization are obstacles to effective QI.
Eliminate slogans, exhortations, and targets for the workforce for zero defects and new levels of productivity.
The problem with such exhortations is that they put the burden for quality on worker performance instead of poor system design. For Deming, work production standards and rates, tied to incentive pay, are inappropriate because they burn out the workforce in the long run.


EMS workers can improve their lives through education and ever-broadening career and life opportunities. Juran also developed the idea of instituting a leadership group or "Quality Council", consisting of the organization's senior executive staff. Quality Improvement - creation of special teams to plan, test, and implement new methods to reach unprecedented levels of performance.
The QI principles and methods of Deming, Juran and Crosby provide a basic foundation for most QI efforts.
The Emergency Medical Service (EMS) leader's role in promoting and developing QI begins with creating and sustaining a personal and an organizational focus on the needs of internal and external customers and consumers. EMS leaders must insure that all organizational and system processes focus on the needs of patients and other stakeholders. Operational goals and objectives are defined within the strategic quality planning process and provide day-to-day direction for system progress. People perform better and strive harder to succeed when they feel personally invested in their work. Through careful planning and transition, managers can maintain authority and responsibility while, at the same time, increase the autonomy of and input from staff. Senior EMS leadership must also create opportunities for managers to develop and improve their management skills within the context of the QI effort. Managers should also be encouraged and supported in their efforts to demonstrate to the entire organization their ongoing commitment to quality improvement. All members of the EMS leadership system should assess how well they each "walk the talk" of quality improvement. EMS organizations are part of the communities they serve and can contribute to community well-being in the same sense that every citizen is expected to contribute.
The efficient collection and management of data and its transformation into useful information are fundamental to a successful Quality Improvement program. Standardization of data refers to the organization's efforts to make uniform its data sets, data definitions, codes, classifications, and terminology across departments and services, as well as to make them compatible with external data bases.
Timely data provides accurate, up-to-date information about the performance level of key processes in the EMS agency or system. Define the EMS Data Set: Define the minimum data set needed to accommodate the evaluation of key performance areas.
Specify Requirements for Registry Participation: Define data collection and submission requirements - including checks for data quality, completeness and timeliness - format of data submission, and operational definitions. Provide Registry Software: Software that meets reporting requirements is vital for successful data collection and analysis. Support Statewide Programs in Data Quality: Ensuring the integrity of data and data collection procedures is a fundamental component of an EMS data and information system. Determine the Contents of Data Analysis Reports: The content and frequency of data analysis reports determine how and how well data will be used in QI activities. Planning: Planning for all the various data management activities is crucial at the local level, since it is here that most of the data is collected. Procedures for collecting and recording data should be specific, well-defined, and reflect an understanding and appreciation for the working environment of the providers who collect the data. Check Data: Registry software should perform checks for data quality and require that data anomalies be resolved and records "closed" before they are reported on or transferred to an intermediate or statewide database. Data Quality Program: Data quality and timeliness are key to the success of the QI program, and provider training is a significant determinant of data quality. Statewide Level: By virtue of its statewide perspective, the state EMS Office can be particularly useful in evaluating the effectiveness of data management. Understanding customers and markets: EMS serves entire communities and populations-at-risk. What other technologies may potentially compete with EMS system components (e.g., telephone advice systems, interactive TV, Internet searching and information exchange as a substitute for 911)? Strategic quality planning is neither magical nor mysterious; it is simply an organized method of determining where an EMS system or organization wants to be and how it plans to get there.
EMS systems involve many different organizations and individuals with separate authorities, management, and governing bodies, each of which may have its own strategic quality planning process. The activities of each level of EMS (state, regional and local EMS organization) are different, but complimentary.


Strategic quality planning at the state EMS level differs from strategic planning at the local or agency level. The state EMS strategic quality plan serves as the roadmap for achieving quality improvement in EMS for the entire state. A vision statement provides a futuristic look at and broad guidance for the EMS agency or system. While development of the vision statement is directed by the leaders of the state, regional, or local EMS system, the system or agency "players" should be deeply involved in the development process.
Typically, a vision statement would be a short, motivational description of the EMS system's ideal condition. Emergency Medical Services of the future is a community-based health management system that is fully integrated with the overall health care system. EMS represents the intersection of public safety, public health, and medical care systems. As one component of a varied and complex health care system, EMS will be significantly impacted by the continuing evolution of health care. Life Is Like A Camera Focus on What’s Important Capture The Good Times, Develop From The Negatives.
In the clip, recorded from a building across the street, a bystander appears to be filming and talking to uniformed officials responding to a report of a biker gang meeting.
But it's perfectly legal to film officers in all 50 states as long as you don't interfere with their work.
23, 2012 file photo, Egyptian protesters, one wearing a mask depicting slain Egyptian activist Khaled Saed, with Arabic that reads "Khaled Saed," next to riot police outside the Egyptian People's Assembly building during parliament's opening session in Cairo, Egypt.
Focus on what is important, capture the good times, develop from the negatives and if thing don't work out, take another shot. Department of Transportation, National Highway Traffic Safety Administration, in the interest of information exchange. Since quality improvement is based on management by fact, information and analyses are critical to QI success.
Within the context of quality improvement, process management refers to the improvement of work activities and work flow across functional or department boundaries. High quality organizations tend to think of their suppliers as "partners" in their operation. This requires close cooperation between those who provide services and those who consume services. The role of the state EMS leadership is to meet the needs of regional leaders who in turn meet the needs of local agencies.
Personnel who focus on data quality can also provide ongoing data-related training and independently abstract run data to check the accuracy and reliability of field data and data collection procedures. Providers need a thorough understanding of all operational definitions, the applications and importance of data, those activities necessary to ensure data completeness and quality, and prescribed procedures for data collection. Strategic quality planning is not something separate from the EMS system; rather, it is an integral, ongoing part of the system. Strategic quality planning, as well as the entire QI process itself, should occur at the local, regional, and state EMS system level. A man wearing a bulletproof vest and carrying a weapon then grabs her phone, slamming it to the ground before kicking it down the street. An extreme case of police brutality that killed Khaled Saed was a key inspiration for the uprising.
While specific activities may differ depending on the jurisdiction of the organization, the developmental stages of QI integration will be the same for local, regional, or statewide EMS organizations. The vision statement is unique to that service and is consistent with the local system and state vision statements. These groups provide an excellent forum for the development of leadership expertise and consensus on regional and statewide quality improvement direction and policy.




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