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Alameda County Fire Department & American Medical Response “ Paramedic Hiring and Attrition The Development of Partnerships”

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Alameda County Fire Department & American Medical Response “ Paramedic Hiring and Attrition The Development of Partnerships” Submitted by: Sheldon D. Gilbert, Deputy Fire Chief Denis Jackson, Vice President, Operations AMR David Austin, Director, AMR Purpose

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slide1

Alameda County Fire Department&American Medical Response “Paramedic Hiring and Attrition The Development of Partnerships”

Submitted by:

Sheldon D. Gilbert, Deputy Fire Chief

Denis Jackson, Vice President, Operations AMR

David Austin, Director, AMR

purpose
Purpose
  • Describe the Elements of a Partnership
  • Define Current Attrition and Retention Issues
  • Describe the Need For Partnerships
  • Review ACFD/AMR Program Goals and Solutions
elements of a partnership
Elements of a Partnership
  • Sharing
  • Working Together Toward a Common Goal
  • Creating a Win/Win Environment
  • Aligning Strengths
  • Close Cooperation on Specified Targets with Defined Responsibilities
  • Commitment From All Stakeholders
attrition and retention issues
Attrition and Retention Issues
  • Difficulty in recruiting a qualified EMS and Firefighting workforce that accurately reflects the demographics of the communities served
  • Retirement
    • 3% at 50
    • Age of Workforce
  • Proactive Planning for Future Workplace Shortages
  • Retaining Qualified Candidates
program goals
Program Goals
  • Diverse Workforce Reflective of Communities Served
  • Recruitment Partnership and Commitment
  • Process for Mentoring and Developing Employees
  • Joint Search for Qualified Candidates
  • Build on Strengths of Both Organizations
  • Win / Win Environment
  • Expansion Capabilities to Other Allied Agencies
  • Grant Funding for Recruitment & Training
  • Hiring of Successful Participants by ACFD or AMR
program entry
Program Entry

Joint Recruitment – Targeting Demographics

  • ACFD Reserve Program (Individuals over 18)
  • AMR Explorer Program (Individuals under 18)
  • Joint Recruitment Teams
  • Cooperation with Local School Districts
  • Integration with Regional Occupational Programs
  • Involvement of Minority Recruitment Organizations
acfd amr program components
ACFD/AMR Program Components
  • ACFD Reserve Program Training - Level 1–3
    • Upon completion will obtain Firefighter 1
    • Upon completion will obtain EMT
    • Joint administration with AMR for paramedic grants
  • AMR Explorer and Training Grant Process Overview
    • Accepted individuals, during paramedic training, must:
      • Work as part time AMR-EMT
      • Maintain ACFD Reserve status
      • Have ACFD and AMR assigned mentors to ensure success
acfd amr program components8
ACFD/AMR Program Components
  • Post Paramedic Training Requirements
    • Work as an AMR Paramedic for 2 years
    • Work on designated unit within ACFD jurisdiction
    • Maintain ACFD Reserve status
  • Individuals, who have completed the Grant Paramedic Training Requirements and are an ACFD Reserve in good standing, are eligible to be considered for full-time employment by ACFD.
other types of partnerships
Other Types of Partnerships
  • Joint Purchasing
    • Using AMR’s National purchase power we partner in providing Medical re-supply to local Fire Departments in San Bernardino and Alameda County
  • Buying Dispatch Services
    • In Ventura and Stockton it was more cost effective to buy Dispatch Services from Fire Departments, then provide them ourselves
  • Purchasing First Response Services – ALS Pass-through
    • ALS Reimbursement – pass-through funding to individual cities in Ventura, Contra Costa, Alameda, San Mateo and Santa Clara County’s
  • Training
    • CE Classes
    • AMR/ FD Sponsor Paramedic Classes (Ventura / San Bernardino / Alameda Co
  • Public Relations / Education
    • Junior Paramedic Program / Every 15 minutes / Safe Haven / Car Seat
summary
Summary
  • Recruitment of qualified candidates is becoming more difficult with increased competition
  • Recruitment and retention issues are present in the Fire Service as well as the private EMS sector
  • Future anticipated recruitment needs will require innovative and cooperative solutions
  • Integrated career development and hiring tracks create the ability to reach out to a wide range of prospective employees
  • A public private partnership allows each agency to build on its strengths and create a win-win environment
questions panel discussion

Bob O’Brien – bobrien@ci.fremont.ca.us

Sheldon Gilbert – sgilbert@co.alameda.ca.us

Dave Austin – dave_austin@amr-ems.com

Denis Jackson – denis_jackson@amr-ems.com

QUESTIONSPANEL DISCUSSION
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