Ambulance, Ems, Fire branch - Paid Vs Volunteer, a Look at Staffing Issues

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"We need to recruit more volunteers". "We need to increase the mandatory number of hours to get these shifts covered". "Can person Please cover Friday night"?

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Does this sound like your service? Comments like these linger in the hallways and meeting rooms of agencies all over the country until ultimately a lone voice from the back asks, "Should we just hire some paid people?" What was considered a ask destined to provoke bitter backlash now is becoming reality.

Regardless of the relative success of the 1,000 Points of Light campaign in the early 90's or the resurgence of patriotism after the events of a fateful day in September, 2001, we have to face facts. In a great majority of fire and Ems agencies over this country the well of volunteerism is drying up.

Volunteers have long been the backbone of not-for-profit organizations all over the country. From ambulance services and fire departments to youth sports leagues, community maintain groups and even national agencies like the American Red Cross, recruiting and retaining motivated volunteers is a topic of sublime importance.

I tell community leaders all over the country that a well-run, firm oriented emergency assistance group staffed by as many volunteers as potential is the best bargain on the planet. There is a slightly distinct sense of pride, commitment to giving back to the community and of course, the lower operating costs due to the lack of significant payroll.

That being said, when the response times, coverage of duty hours, increased belief on the goodwill of mutual aid or the capability of assistance begins to suffer it's time to assist, supplement or disband the agency.

Now that statement I am sure just outraged some readers. That's ok, person has to say it. emergency assistance agencies are entrusted with a extra mission, protecting asset and rescue lives. When person needs an ambulance or the Fire Department, regardless of where they are in the country, they don't care either the responder is short, tall, male, female, paid or volunteer. They only want the buyer assistance mission [taking care of their emergency] to be complete in a timely, proficient and expert way. Protecting the sanctity of having a volunteer assistance is not sublime to fulfilling the trust that the community places in us. If your group is having issues doing that, fix it.

The growing reality is the demands on duplicate working families, more citizen working out of town and numerous other things impacting our time, many organizations are beginning to 'fix' their problems by integrating paid staff. The goal is to insure coverage during problem areas in operating schedules, typically during the daytime hours. (6am-6pm).

On the surface, this solution appears to be the magic bullet for what ails the agency. The truth is that if the integration is not done properly there will be an entirely new set of issues created.

Morale problems, added decreases in volunteer participation, general hard feelings towards the spirit of volunteering, "this is no fun anymore, it's becoming a business"(heard that one lately), a 'them - vs. - us" mind set, as well as a host of other extremely emotional issues that can bring an group to its knees. You don't have to go there. And, if you are already there, you can turn things around.

This record will discuss how to successfully consolidate paid personnel into your club while, if you so choose, retaining as many volunteers as possible.

It will also teach you how to Reset the principles if it's already in trouble.

We've identified four main reasons why an club looks to hire paid staff:

Overall staffing shortages

Due to a lack of participation, attrition, retirement, morale problems or lackluster recruiting campaigns, your group is plainly short of the significant number of trained personnel.

Increasing response times/service failures

Burnout, morale, physical length from the building and expanding call volumes all strain the organizations capability to respond. Unmotivated or overburdened personnel move slower when responding to the building. Over time, citizen relocate or build in new developments and now live farther away from the station.

Adding Als personnel

There is a shortage of Als personnel in most areas of the country. Very few Als personnel volunteer in the Als capacity. Fewer volunteers will submit to 1,000+ hours of paramedic training. In order to upgrade the level of service, hiring paid Als staff may be the only way.

Supervision of the service

Paperwork, Osha, Hipaa, Oems, billing all wish time. Many agencies look towards hiring a paid supervisor/administrator who can deal with the operations responsibilities as well recite half of the crew.

Things to consider Before placing the Help Wanted Ad

Fair Labor Standards Act (Flsa) and Loss of Volunteer Staff

This is governmental legislation originally passed in 1938 and amended in 1985 which provides for fair working conditions for all employees. For our purposes, it basically identifies that an employer must pay an hourly wage that is at least minimum wage and it also prohibits us from volunteering for our 'employer'. This means that any volunteer member that makes the transition to a paid position, even for one shift, is lost to the group as a volunteer for other calls at other times.

This means that if you are not careful, by solving the daytime staffing problem you may originate a void in other areas since the personnel would be lost as volunteers when their shift was over.

As Attorney Allison Bloom wrote in an record for the Wisconsin Emt Association, "The consequent of the Flsa on volunteer Ems is not to be taken lightly. The penalties alone can put just about any assistance out of business".

Make sure that your hiring plan takes into catalogue the significant budget for hourly wages, overtime, if applicable, benefits if you're hiring full time. One of the most coarse problems with hiring paid staff is under estimating the budget.

Full time vs. Per diem vs. Leased employees

Before you hire, invent a staffing plan. This sounds like silly advice but sadly the reality is that most organizations have not identified the hours to be staffed, added them up to as a matter of fact resolve how many citizen they need to hire.

Do you want the continuity of a few full time employees? This means benefits, supervision, the need to be able to cover vacations and sick time, etc.

How about a large group of per diem staff? Greater flexibility need to buy more uniforms, no need to furnish benefits, less continuity and potentially less loyalty to the shift if overtime came along at their full time job.

A new concept: leasing employees. Actually, the idea is not new, firm and other healthcare groups have been using temporary help services for years. A firm in Connecticut called Vintech ( www.vintechems.com ) has done just that. They have created, to this author's knowledge, the first ever temporary help firm specializing in Ems personnel.

Vintech's founder Vinny Wheeler is quick to point out the value of leasing employees. "You can outsource the headaches. Hiring, firing, handling book-offs, paying workers recompense premiums on the paid staff and having a minuscule depth of personnel. You plainly recognize the hours to be staffed, the level of certification you want and write the check, we do the rest".

They also are quick to point out the biggest benefit, which might go unnoticed, is that this type of arrangement does not violate Flsa. Your group is able to maintain your volunteers. If members of your staff work for an group like Vintech, while on duty, even in your station, they are the agency's employees. Not yours. This means that when these same citizen are off duty, they can still be your volunteers.

Hiring process

If you choose to hire your own employees, which many organizations do, make sure that you have a reasonably stringent hiring process. Remember you are hiring citizen and creating jobs, make the job one worth having. Candidates should work for them.

We advise a five part process:

1) Application with resume

This allows a tell of applications. All candidates, even internal candidates, apply for these new positions in the same manner. I would advise a member in good standing that applies be granted a 5 point bonus to their score as a gesture of goodwill.

Anyone meeting the written minimum education and certification standards on paper makes it to the next phase.

2) Written Emt or Paramedic exam

A basic knowledge exam consisting of perhaps 50 questions. Ask your Ems Coordinator or Regional Training person for help or buy a test bank and invent a test of your own. recognize the minimum passing grade in the written invitation letter. We advise 80% as the passing mark. Those that pass make it to the next phase.

3 & 4) Oral Interview and Practical skills station

Conduct a 20-minute interview with a list of pre-written questions. Use the same list for every candidate. Ask scenario based questions that wish longer answers.

Halfway through the interview stop, escort the candidate into another room and present them with a medical or trauma practical station. Score them with a approved estimation sheet. At the end of the practical evolution, escort them back and end the oral interview.

5) Documentation

At the end of the interview hand them a blank run record and ask them to document the care they gave in the practical station.

Rationale for this system:

· The application process weeds out initially unqualified candidates based on certifications and length of service.

· The test weeds citizen with weaker book knowledge.

· The oral/practical test their capability to communicate, evaluates their treatment skills and also their capability to switch gears.

· The documentation process done this way tests their capability to remember and accurately chart events under stress. When was the last time a run record was done immediately after a call?

I have used this principles for years and when the scoring is done, the best, well-rounded candidates have all the time risen to the top.

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