Professional Management of EMS non-profit Organizations
By Alan Perry
6/1/2013
6/1/2013
EMS as a service and profession has grown in complexity and
scope since its inception in the early 60’s. Most volunteer organizations have
felt the pressure of this growth, some adapting and remaining viable, others
suffering the effects. The increased training demands, compliance issues, the
availability and will of the community to get involved are all taking their
toll on local EMS services which remain in the hands of volunteers. Some fail to recognize and manage these changes and insist on conducting business
the same way they did in the 70’s.
“Old School” management practices have no place in modern
EMS systems. It can no longer be a country club with officers elected based on
popularity rather than skill and ability with little or no training in EMS management. The direction of the organization
needs to be based on long term objectives that do not change with every
election and resignation. Recognition of the needs and goals of the organization,
the development of a comprehensive strategy, and the implementation of specific
programs to move the organization forward are essential to the organizations
survival.
The reality for most volunteer EMS organizations is that in
order to meet the call demands of the community career staff must be part of
the staffing mix. This is a big step for any volunteer EMS agencies, one that
requires some planning and an adequate structure to support. In addition to the
mechanisms and structure required to support paid staff, the increased demands
for continuing education for all staff, public relations, marketing and management
have to be adequately supported as well.
I personally took great pride in being a volunteer in the
well managed volunteer EMS in Virginia Beach. This system was composed of 10 separate
volunteer EMS organizations with a career administration employed by the City
of Virginia Beach. Granted, at the time it was the largest all-volunteer EMS
system in the country, but the structure provides a guideline for other systems
of lesser size and complexity without the volunteer core losing control of the
system.
I believe that any EMS system that is staffing 24/7 or has
incorporated paid personnel into its staffing model should consider a full-time
administrator/supervisor to facilitate and follow-through on the activities and
best interest of the organization. Such a position would provide a reliable
means of ensuring continuity of operations across shifts, adequate supervision,
follow-through for long term projects, and a consistent source of information
to staff and the general public. The position would not take away from the leadership
and management authority of the elected officers, however the goals and objectives
of the organization must be communicated and discussed regularly with the
Operations Supervisor so all are working toward the same goals. A sure way to
fail is to hire someone for this role and neglect to discuss what the
leadership wants done, or how they want to do it.
The demands of running a volunteer EMS agency have become
more difficult and volunteer EMS in general is under attack from multiple
directions. If volunteer EMS is to survive as a viable public safety
alternative it must adapt to the changing circumstances we find ourselves in.
If call volumes or staff availability are creating response problems they have
to be addressed quickly or the organization will be forced out all together or
compelled to accept changes it would prefer to avoid. One possible way to
mitigate and manage the change would be to employ career staff in both
operational and/or administrative positions to assist. Recognizing a problem
and addressing it is not an erosion of control or a failure…it is leadership.
