{"id":3417,"date":"2026-03-28T16:21:22","date_gmt":"2026-03-28T20:21:22","guid":{"rendered":"https:\/\/com-bos.ca\/?p=3417"},"modified":"2026-03-28T16:28:56","modified_gmt":"2026-03-28T20:28:56","slug":"your-team-is-acls-certified-that-doesnt-mean-theyre-ready","status":"publish","type":"post","link":"https:\/\/com-bos.ca\/en\/your-team-is-acls-certified-that-doesnt-mean-theyre-ready\/","title":{"rendered":"Your Team Is ACLS Certified. That Doesn’t Mean They’re Ready."},"content":{"rendered":"
\n

There’s a question I ask every Director of Care, every resuscitation team leader, every physician responsible for a quality program. A simple question that almost no one can honestly answer.<\/span><\/p>\n

During your last code blue \u2014 not the simulation, the real one, in the room \u2014 were the compressions at the right depth? Were the pauses under ten seconds? Was anyone communicating pulse status to the team leader?<\/p><\/blockquote>\n

For the vast majority of Canadian hospital teams, the honest answer is: we don’t know.<\/em><\/p>\n

And that’s where the problem starts.<\/p>\n

\n

Certification is a snapshot. Not a guarantee.<\/h2>\n

Your healthcare professionals are ACLS-certified. They sat through the training day, passed the exam, got their card. The system says they’re competent.<\/p>\n

What the system doesn’t tell you is what happens next.<\/p>\n

The research is unambiguous: resuscitation skills deteriorate rapidly after training. Within weeks \u2014 sometimes months \u2014 performance drops. Not because your people lack commitment. Not because they weren’t paying attention in the course. It’s the physiology of learning \u2014 a psychomotor skill that isn’t practiced regularly degrades. It’s predictable, well-documented, and universal.<\/p>\n

What’s less widely known is the actual scale of the problem.<\/p>\n

In a rigorous study involving healthcare professionals who were all certified \u2014 many of them recertified within the previous twelve months \u2014 only 5% of them<\/strong> could perform CPR that met Heart & Stroke Foundation standards when tested. Not 50%. Not 30%. Five percent.<\/strong><\/p>\n

Take your night team. Twelve ACLS-certified professionals. On average, according to the data, one of them can perform high-quality CPR tonight.<\/p>\n

That’s the world you’re operating in. Not the world your certification program describes.<\/p>\n

\n

What degrades first isn’t what you’d expect<\/h2>\n

When people think about skills decay in resuscitation, the image that comes to mind is technical failure \u2014 hands not deep enough, rhythm too slow, not enough chest recoil. And yes, those skills do decay.<\/p>\n

But what deteriorates fastest is team performance<\/strong>.<\/p>\n

Communication. Coordination. Role transitions. The ability to relay pulse status to the team leader. The timing between the end of a compression cycle and the defibrillator being ready to analyze. These are the competencies that collapse first and most deeply \u2014 sometimes by half within a few months.<\/p>\n

And there’s a deep irony here, because these are precisely the competencies we train the least. The vast majority of resuscitation training happens individually, on a manikin, in silence. One person, two hands, an audio prompt. We perfect what’s easy to measure. We ignore what’s hard to simulate.<\/p>\n

A resuscitation is a team event. Not one person on a manikin.<\/p>\n

\n

We train what we can measure. Not what matters most.<\/h2>\n

There’s something uncomfortable about the direction resuscitation training has taken. Real-time feedback devices are increasingly sophisticated \u2014 depth, rate, chest recoil, everything measured to the millisecond. That’s a genuine advance.<\/p>\n

But these devices measure only one thing: what one individual does with their hands on a manikin, in a quiet room, without pressure, without colleagues, without alarms, without a family member in the hallway.<\/p>\n

That’s not a resuscitation. It’s a partial rehearsal of a single role, under conditions that don’t exist anywhere in a real hospital.<\/p>\n

The research confirms it: even with rigorous monthly practice and real-time feedback, a significant proportion of professionals still don’t hit the standard. In practice, this changes how we should be thinking about the problem. Frequent training is necessary \u2014 the data is clear on that, monthly practice makes a real difference. But it doesn’t solve everything.<\/p>\n

Because there’s a second, distinct problem that training alone cannot fix.<\/p>\n

\n

The problem no one is addressing<\/h2>\n

Think about what happens during a typical resuscitation. The physician leads. They interpret the rhythm, work through reversible causes, decide on medications, communicate with the family. That’s a substantial cognitive load \u2014 legitimate, necessary, and non-negotiable.<\/p>\n

Meanwhile, who is watching compression quality at the 90-second mark, when the compressor naturally begins to lose depth? Who is making sure the pre-shock pause doesn’t stretch past ten seconds? Who is checking that ventilation isn’t too aggressive? Who is maintaining structured communication within the team?<\/p>\n

The honest answer: no one in particular. Everyone is managing their own role, and no one has been explicitly assigned to monitor the team’s overall performance in real time.<\/p>\n

That’s a structural gap. Not an individual competence problem. A design problem.<\/p>\n

\n

What aviation figured out decades ago<\/h2>\n

In a commercial cockpit, there are two pilots. Not because the captain doesn’t know how to fly \u2014 they have thousands of hours in the air. The first officer is there for a specific reason: the cognitive load of a complex situation doesn’t allow one individual to fly the aircraft, monitor all critical parameters, and call every deviation from standards simultaneously.<\/p>\n

Aviation solved this problem structurally. Crew Resource Management is now the global standard. Not because pilots are incompetent \u2014 because well-designed systems anticipate human error under pressure.<\/p>\n

Our resuscitation rooms don’t have a Resuscitation Assistant.<\/p>\n

\n

The Resuscitation Assistant<\/h2>\n

What I’m proposing \u2014 and what I’ve built into the SCORE program \u2014 is a dedicated role during the actual resuscitation. Not just in the training room.<\/p>\n

A professional whose sole responsibility, for the entire duration of the event, is the quality of CPR and ventilation in real time. Not someone participating in the resuscitation. Someone whose eyes are on the team every second, and whose voice intervenes at the exact moment quality begins to slip.<\/p>\n

In practice, it changes several things.<\/p>\n

When the compressor begins showing signs of fatigue \u2014 depth dropping, rhythm slowing slightly \u2014 the Resuscitation Assistant catches it before the team does. They encourage the compressor to hold quality, and they coordinate the switch at the right moment, cleanly, without losing rhythm. The transition happens without delay, without chaos.<\/p>\n

When the team is preparing to analyze the rhythm, the Resuscitation Assistant pre-charges the defibrillator while compressions are still running. By the time analysis begins, the device is ready. The pause is reduced to an absolute minimum \u2014 a few seconds instead of ten or fifteen. That detail, multiplied across every shock in a resuscitation, makes a real difference to compression fraction.<\/p>\n

When ventilation becomes too aggressive, the Resuscitation Assistant says it, simply, out loud.<\/p>\n

This isn’t micromanagement. It’s real-time standard maintenance. The same function as the first officer in a cockpit \u2014 a role that high-performance sectors institutionalized long ago, and that here carries the name Resuscitation Assistant<\/strong>.<\/p>\n

\n

What it actually takes<\/h2>\n

What I’ve described isn’t a technology. It’s not another device to plug in. It’s a culture and design change.<\/p>\n

It requires explicitly defining the role in your protocol. Training someone to fill it. Creating the organizational legitimacy for a voice to intervene during a resuscitation without it being perceived as a criticism of the team leader.<\/p>\n

It’s achievable. It’s measurable. And it’s the missing piece between the training room and real bedside performance.<\/p>\n

Skills decay between training sessions is a known problem. Frequent training fights it \u2014 imperfectly, but meaningfully.<\/p>\n

Quality drift during the actual resuscitation, under stress, with a team whose coordination has deteriorated since the last simulation \u2014 that’s a distinct problem. And that one, nobody is solving.<\/p>\n

That’s the problem SCORE is built to address.<\/p>\n

\n

A place to start<\/h2>\n

If you manage an in-hospital cardiac arrest program and this question resonates, I’d invite you to try one concrete thing: in your next mock code blue, explicitly assign a quality monitoring role \u2014 someone whose only job is to name what they see in real time. Watch what happens.<\/p>\n

The conversation changes. The team changes. The quality changes.<\/p>\n

It’s not a revolution. It’s a role. But it’s the role that’s missing.<\/p>\n

\n

Jean-Fran\u00e7ois Comeau is an Advanced Care Paramedic (ACP), resuscitation instructor for 24 years, and founder of Com-Bos Consultant en R\u00e9animation (Ottawa). His SCORE\/PACE program partners with in-hospital cardiac arrest teams across Canada to improve real-time resuscitation quality.\u00a0<\/em><\/p>\n

\u00a9 2026 Com-Bos Consultant en R\u00e9animation \u2014 All rights reserved<\/p>\n<\/article>\n","protected":false},"excerpt":{"rendered":"

There’s a question I ask every Director of Care, every resuscitation team leader, every physician responsible for a quality program. A simple question that almost no one can honestly answer. During your last code blue \u2014 not the simulation, the real one, in the room \u2014 were the compressions at the right depth? Were the […]<\/p>\n","protected":false},"author":2,"featured_media":3411,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"none","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"both","_seopress_redirections_param":"","_seopress_redirections_type":301,"_seopress_analysis_target_kw":"","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"inline_featured_image":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-3417","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-non-classifiee"],"_links":{"self":[{"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/posts\/3417","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/comments?post=3417"}],"version-history":[{"count":5,"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/posts\/3417\/revisions"}],"predecessor-version":[{"id":3423,"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/posts\/3417\/revisions\/3423"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/media\/3411"}],"wp:attachment":[{"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/media?parent=3417"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/categories?post=3417"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/com-bos.ca\/en\/wp-json\/wp\/v2\/tags?post=3417"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}