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Staffing Solutions for A.F.D.C.

Learn about the impact of reduced staff complement, staffing options, and pros and cons of increasing full-time staff, part-time staff with quota system, reclassifying roles, and creating floater positions in the A.F.D.C. organization.

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Staffing Solutions for A.F.D.C.

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  1. STAFFING SOLUTIONSFOR THE A.F.D.C. Prepared by Terry Hubbard, Communications Coordinator, A.F.D.C.

  2. IMPACT OF REDUCED STAFF COMPLEMENT • DIFFICULTY MEETING RESPONSE EXPECTATIONS • STAFF MEMBERS ARE BEING ORDERED TO STAY RESULTING IN STRESS AND MORALE ISSUES • UNABLE TO PROVIDE A.F.D.C. STAFF DEVELOPMENT AND IMPROVE PROFESSIONAL COMPETENCE • UNABLE TO SEND STAFF MEMBERS TO TRAINING SEMINARS AND OTHER TRAINING RESULTING IN REDUCTION OF PROFESSIONAL COMPETENCE AND NO QUALITY IMPROVEMENT • INCREASE IN OVERTIME BUDGET • RECRUITS FORCED TO TRAIN IN THE A.F.D.C. • LACK OF TRUST ON THE PART OF THE A.F.D.C. STAFF

  3. STAFFING OPTIONS • Increase Full-Time Staff to 3 Per Shift • Increase Part-Time Staff to 5 with Quota System • Reclassify the Communications Coordinator and Create a “Floating” Supervisory Position • Create 2 Floater Positions

  4. Option 1 – INCREASE FULL-TIME STAFF TO 3 PER SHIFT PROS CONS • Assistance readily available during busy periods. • Third person would be the Shift Trainer. • Ability to mentor/coach staff • Supervisory direction available at all times. • Would provide more training and staff meeting opportunities than we presently have. • Supervisor would be limited to s/changes with other Supervisors. • Increased Salary/Benefits • Promotional Process • Appearance that it may not be necessary

  5. Option 2 – INCREASE PART-TIME STAFF TO 5 WITH QUOTA SYSTEM pros cons • Larger pool of p/time personnel to draw from. • Quota system would hold p/time staff more accountable. • Greatly decreases chances of personnel being ordered to stay. • Would provide more training and staff meeting opportunities than we presently have. • Decreasing Guaranteed Shifts from 4 to 3 may increase p/time availability for call-in shifts. • More cost efficient than hiring four f/time Communicators. • Greater chance of staff turnover as p/time will be looking for f/time employment. • Employees not fulfilling quota requirement may have to be terminated, which means additional training dollars to replace them.

  6. Reclassify the Communications Coordinator and Create a “Floating” Supervisory Position PROS CONS • Acting Position to fill in during absence of Communications Coordinator. • The Supervisor would primarily work days but would be flexible in emergent cases where coverage was required. • Many daily/facility duties could be transferred to the Supervisor, providing time for the Communications Coordinator to focus on development of ongoing Training, 911/Radio User Committees, QMS , interagency initiatives, SOG drafts/revisions, etc. • Fulfills 2002 commitment to provide Succession Planning and demonstrates belief in abilities of A.F.D.C. and creates career path. • Enhances internal/external respect for role of present Communications Coordinator by classifying position to fall in line with CFPO and Training Supervisor. • 4 p/time positions would suffice. • Would provide more training and staff meeting opportunities than we presently have. • Cost? • Promotional Process Development • Association/Bargaining issues • Appearance that it may not be necessary?

  7. CREATE 2 FLOATER POSITIONS PROS CONS • Increases f/time staff complement. • Would provide more training and staff meeting opportunities than we presently have. • Cross-shift coverage by a Floater is considered overtime. • We would still require some p/time Communicators for coverage. • Floater System is more costly than our p/time system. • May create conflicts re shift responsibilities with two on-duty partners.

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