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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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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 l.jpg

  • Describe the Elements of a Partnership

  • Define Current Attrition and Retention Issues

  • Describe the Need For Partnerships

  • Review ACFD/AMR Program Goals and Solutions

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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

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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

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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

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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

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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

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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.

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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

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  • 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

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Bob O’Brien –

Sheldon Gilbert –

Dave Austin –

Denis Jackson –