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"We need to recruit more volunteers". "We need to growth the mandatory whole 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 finally a lone voice from the back asks, "Should we just hire some paid people?" What was carefully a demand 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, society hold groups and even national agencies like the American Red Cross, recruiting and retaining motivated volunteers is a topic of preponderant importance.
I tell society leaders all over the country that a well-run, business oriented accident assistance group staffed by as many volunteers as possible is the best trade on the planet. There is a slightly separate sense of pride, commitment to giving back to the society and of course, the lower operating costs due to the lack of necessary payroll.
That being said, when the response times, coverage of duty hours, increased trust on the goodwill of mutual aid or the quality 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. accident assistance agencies are entrusted with a special mission, protecting asset and salvage 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 pro way. Protecting the sanctity of having a volunteer assistance is not preponderant to fulfilling the trust that the society places in us. If your group is having issues doing that, fix it.
The growing reality is the demands on double working families, more habitancy 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 while qoute areas in operating schedules, typically while 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, normal 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 very 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 description will discuss how to successfully combine paid personnel into your organization while, if you so choose, retaining as many volunteers as possible.
It will also teach you how to Reset the theory if it's already in trouble.
We've identified four main reasons why an organization 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 naturally short of the necessary whole of trained personnel.
Increasing response times/service failures
Burnout, morale, corporeal distance from the construction and expanding call volumes all strain the organizations quality to respond. Unmotivated or overburdened personnel move slower when responding to the building. Over time, habitancy 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 need time. Many agencies look towards hiring a paid supervisor/administrator who can cope the operations responsibilities as well laid out half of the crew.
Things to think 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 qoute you may generate 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 description for the Wisconsin Emt Association, "The result 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 account the necessary allocation 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, form 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 unquestionably rule how many habitancy 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 contribute 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 concept is not new, business and other healthcare groups have been using temporary help services for years. A business 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 slight depth of personnel. You naturally 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 hold 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 habitancy 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 habitancy and creating jobs, make the job one worth having. Candidates should work for them.
We propose a five part process:
1) Application with resume
This allows a delineate of applications. All candidates, even internal candidates, apply for these new positions in the same manner. I would propose 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 possibly 50 questions. Ask your Ems Coordinator or Regional Training person for help or buy a test bank and form a test of your own. recognize the minimum passing grade in the written invitation letter. We propose 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 need longer answers.
Halfway straight through the interview stop, guide the candidate into an additional one room and present them with a curative or trauma practical station. Score them with a standard evaluation sheet. At the closing of the practical evolution, guide them back and end the oral interview.
5) Documentation
At the closing of the interview hand them a blank run description 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 distance of service.
· The test weeds habitancy with weaker book knowledge.
· The oral/practical test their quality to communicate, evaluates their rehabilitation skills and also their quality to switch gears.
· The documentation process done this way tests their quality to remember and accurately chart events under stress. When was the last time a run description was done immediately after a call?
I have used this theory for years and when the scoring is done, the best, well-rounded candidates have always risen to the top.
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