3000 Marcus Avenue, Suite 3E6,
Lake Success, NY 11042-1012
Safe Transport of
Children by EMS
RECOMMENDATIONS B Y
THE NATIONAL ASSOCIATION OF
STATE EMS OFFICIALS (NASEMSO)
In addition to the Small (11-26lbs), Medium (22-55lbs) and
Large (44-99lbs) sizes, this innovative, fexible and fully
adjustable harnessing system now comes in an
Extra Small (4-11lbs) and are all colour coded for easy selection.
b. EMS agencies should have appropriately-sized child
restraint system(s) readily available on all ambulances that
may transport children.
Additionally, personnel should be initially and recurrently
evaluated and trained on the correct use of those restraint
i. Te device(s) should cover, at minimum, a weight
range of between fve ( 5) and 99 pounds ( 2. 3 - 45 kg),
ideally supporting the safest transport possible for all
persons of any age or size;
THE QUANTUM ACR- 4 EXCEEDS
THE ABOVE CRITERIA
The Ambulance Child Restraint provides the safe and effective
transport of infants and children in an ambulance, covering
weight ranges from 4lbs to 99lbs.
For more information, visit JEMS.com/rs and enter 28. WW W. JEMS. COM
something we’re used to in this industry, but we should be. As leaders in an emerging industry that’s at the foundation of so many communities, we must arm ourselves with the tools to lead our workforce
into the future.
EI isn’t only a tool to help you motivate an organization toward
success and greatness, but it’s also the “it” factor in leadership. It’s
what sets people apart.
As science begins to understand what goes into EI, more and more
strategies are emerging to improve it.
Our stakeholders rely on us to always be looking and moving forward. Don’t rest on the militarized leadership strategies of yesterday.
The ways of the past will keep you and our industry from being propelled to greatness. Leaders with strong EI are able to foster a workforce that’s dedicated, efficient, caring and focused. JEMS
Robert P. Girardeau, MSM-HCA, NRP, FP-C, is the operations supervisor and critical care/
flight paramedic with Jefferson Health’s Critical Care Transport and Flight Program, Jeff-STAT. He’s also an educator and field provider in the greater Philadelphia area. He can be
reached at email@example.com.
1. DesJardins J: Business, ethics, and the environment: Imagining a sustainable future. Pearson Prentice
Hall: Upper Saddle River, N.J., 2007.
2. Porter-O’Grady T, Malloch K: Quantum leadership (Fourth ed.). Jones & Bartlett Learning: Burlington, Mass., 2015.
3. Salovey P, Mayer J. Emotional intelligence. Imagination, cognition, and personality. 1990; 9( 3):185–211.
4. Mauboussin M: The success equation: Untangling skill and luck in business, sports, and investing.
Harvard Business Review Press: Boston, 2012.
5. Vandewaa E, Turnipseed D, Cain G. Panacea or placebo? An evaluation of the value of emotional
intelligence in healthcare workers. J Health Hum Serv Adm. 2016; 38( 4):438–477.
6. Jones D. (October 25, 2015.) Proof success has nothing to do with a high IQ. Fortune Magazine.
Retrieved May 24, 2017, from www.fortune.com/2015/10/25/halogen-success-tips-high-iq/.
7. Cherniss C. (1999.) The business case for emotional intelligence. Consortium for Research on Emotional Intelligence in Organizations. Retrieved May 24, 2017, from www.eiconsortium.org/reports/
8. Goleman D. (April 7, 2015) How to be emotionally intelligent. The New York Times. Retrieved
May 25, 2017, from www.nytimes.com/2015/04/12/education/edlife/how-to-be-emotionally-
Reflection allows you to learn from your mistakes and successes, and improve
and strengthen your emotional intelligence.