The industry of inter-facility transfers, like many political and corporate environments, is wrought with inefficiency, words with no delivery, and activities that simply don’t make sense. Look at any other transport company’s web page, and they’ll advertise their quality, dedication to clinical excellence, and enjoyable employee culture. In our experience, these are time and again proven to be empty words. The intent may be genuine, but for one reason or many, the delivery falls far short of what’s advertised.

With every aspect of our business, we try to do it differently; do it right. This requires an immense amount of dedication, putting our “money where our mouth is” to chase excellence above all else.

STAFF:

To be frank, the inter-facility transfer business isn’t the job that most of us get into the medical services to do. We usually start down the EMS path aspiring to be in 911 (emergency call response). Once in 911, we encounter our fair share of low-acuity calls, but we routinely face calls that push our skills to the limits to save broken/sick people who would otherwise expire without our intervention.

Alternatively, the transfer business is usually low acuity and low stress. Although entirely necessary, most of what we do in this industry is routine - discharges and low-risk transport from one facility to another. However, there are relatively infrequent critical care level transports that require the highest level of service.

We make it clear to prospective employees that there are three tenants of our culture that underpin achieving all of our individual and company objectives:

1.  everything is up for debate (at the appropriate time)

2.  nothing we do is so sacred that it can’t be questioned

3. we will all sacrifice ourselves (ego, comfort, ‘right-ness’) to achieve what is right, good, and makes objective sense - when applicable, we will sacrifice subjectivity for objectivity.

We also make it clear, that the pursuit of excellence is uncomfortable. For the prospective employee this means management will observe the employees words, actions, and activities so as to be heavily involved in their overall improvement trajectory. For management, this means making ourselves available to the same scrutiny. In both directions, this means pursuing uncomfortable conversations, vulnerability, and honesty. In our experience, the momentary discomfort is worth the lasting reward - excellence.