Budget Request Example for EMS Non-Profit

Budget Request to the City of Waynesboro, Virginia.

To provide adequate funding of EMS volunteer retention,

Training and marketing

Background

The Waynesboro First Aid Crew (WFAC) is a volunteer/career combination non-profit organization that provides emergency medical services to the city of Waynesboro and the surrounding areas of Augusta County.

WFAC participates in revenue recovery; however this only recovers a 65% of the cost associated with providing a reliable, 24 hour 911 emergency medical response, treatment and transport system.

Operating shortfalls are partially offset by donations and contributions from the community, Donors, Subscriptions, the State of Virginia through 4-for-life funds and the City of Waynesboro.

The effect of the shortfall has been a steady decline in the resources available to properly sustain volunteer marketing, training and retention. The cycle thus begins with declining volunteer numbers and the necessity of hiring more paid staff to provide adequate service, and increasing operating costs.

The Code of Virginia 15.2-955, 1, B as amended states” Each locality shall seek to ensure that emergency medical services are maintained throughout the entire locality.”

The Code of Virginia 32.1-111.3 requires the Virginia Office of EMS to develop a comprehensive plan to improve the effectiveness and efficiency of the State EMS system. This has been accomplished by the publication of the VAOEMS State Strategic and Operational Plan. Several of the strategic initiatives in that plan pertain directly to the issues currently faced: Community based initiatives to increase recruitment and retention of EMS providers (Strategic Initiative 1.2.2), Develop, implement and promote a comprehensive recruitment and retention campaign for EMS personnel (Strategic Initiative 3.2.1) and Educate local government officials and communities about the value of a high quality EMS system (Strategic Initiative 3.5.3)

Current state of relationship

The city of Waynesboro supports the activities of the WFAC in a number of ways; provision of various city benefits to volunteer and career staff, communications infrastructure and dispatching, and annual contributions (currently $37,000). WFAC assists the City with various expenses as well; repayment for volunteer incentives provided by the city ($12,000), EMS supplies for the Waynesboro Fire Department (WFD) ($10,000), and EMS equipment maintenance for WFD ($3,000). Effectively, the City contribution offsets less than 1/10^th of 1% (.008% or $12,000) of operating expenses.

WFAC pays all of its own payroll and operating costs, as well as capital outlays for new equipment, and apparatus saving the City millions of dollars annually. Volunteers contribute over 18,000 hours (18,226 hrs.), or the equivalent of 6.2 full-time city public safety workers a year. This amounts to another $275,000+ savings to the city.

Desired goals

This budget request seeks to increase the level of support provided by the City of Waynesboro to its primary 911 EMS service agency, the Waynesboro First Aid Crew. It also seeks to educate the public and local officials about the environment and desired goals of the organization. It is reasonable to have the contribution provided by the City directly linked to some objective measure reflecting the value of the organization to the community and local government rather than a purely arbitrary and insufficient amount. A contribution of 50% of the minimum wage value of the volunteer hours provided by WFAC members ($84,000), for the sole purpose of funding marketing, training and retention programs for the volunteers of the organization is a realistic consideration. In addition to this modest contribution the city should absorb the cost of materials and services provided to the WFD and the cost of tax incentives to volunteers.

Budget requests

1.     Objectively link the City of Waynesboro contribution for primary 911 emergency medical services provided by the Waynesboro First Aid Crew to the value of the volunteers to the City and community.

The City of Waynesboro shall provide an annual contribution to the Waynesboro First aid Crew equal to 50% of documented volunteer hours at minimum wage x 1.27; which represents one-half the value of a minimum wage employee, including payroll taxes.

2.     The City of Waynesboro will absorb the cost of EMS supplies and equipment maintenance currently provided to the Waynesboro Fire Department by the Waynesboro First Aid crew.

The City of Waynesboro shall assume financial responsibility for all expenses incurred by the Waynesboro Fire Department, any supplies, services or maintenance provided by the Waynesboro First Aid Crew will be reimbursed by the City of Waynesboro.

3.     The City of Waynesboro will absorb the cost of tax incentives to volunteers, acknowledging the value of their contribution to the City and the community.

The City of Waynesboro will continue to provide tax incentives to active volunteers of the Waynesboro First Aid Crew without the expectation that these funds will be reimbursed by the Waynesboro First Aid Crew.

4.     The city of Waynesboro will provide a modest contribution to offset the cost of Marketing Volunteerism, recruitment and retention that reflects the value of the organization and Volunteers.

The city of Waynesboro will provide a monetary contribution to the Waynesboro First Aid Crew to adequately support a multi-faceted Marketing program for the purpose of public education and volunteer recruitment and retention.

Expected outcome & benefit to city

It is in the interest of the citizens, the community, and the City of Waynesboro to promote the success of the Waynesboro First Aid Crew. The organization provides an essential public service, saves the taxpayers money, and is an integral part of the social infrastructure of the community. With the cooperation and support of the City of Waynesboro the Waynesboro First Aid Crew will be able to more adequately market the value of volunteers, recruit new volunteers and increase volunteer participation within the community. Existing volunteers will be adequately supported, trained and promoted, increasing morale and participation. With a strong volunteer base the organization will be able to control expansion of career staff and remain financially viable well into the future.

Being proactive in the support of a quality EMS system for the City of Waynesboro will satisfy the requirements of State Code and the comply with several of the objectives of the Virginia Office of Emergency Medical Services Strategic and Operational Plan. Demonstrating a cooperative attitude toward solving these national, regional and local problems will put Waynesboro in a position of leadership on these issues.

Conclusion

The City of Waynesboro has the opportunity to more adequately fund its primary EMS response agency, the Waynesboro First Aid Crew, by providing an objective contribution that minimally represents the value of the organization to the community. Doing so will have a dramatic and positive effect on the ability of the organization to attract and support volunteers from the community willing to provide this vital public service. The end result will be a vital and sustainable organization that cost the City a fraction of the cost of operating a similar organization as a separate municipal entity or expanding the services of others.

References:

Code of Virginia, 15.2-955 1, B

Code of Virginia, 32.1-111.3

Virginia Office of Emergency Medical Services, Strategic and Operational Plan 2012-2013

What a Glorious Union

What a Glorious Union,

Union Basics in Right-to-Work States

By Alan Perry

                  

Many think that labor unions in right-to-work states have very little power; I suppose that depends on how you measure power. Unions are considered beneficial to workers in various trades and professions including fire and emergency medical services. The common advantages being the ability to negotiate labor contracts through collective bargaining, union representation in disputes and the ability to strike as a unit if all else fails. These are advantages that workers in right-to-work states such as The Commonwealth of Virginia lack.

So why join a union? The union may not possess much in the way of formal power when it comes to negotiating labor contracts in Virginia, but when the members come together and pool their resources and influence, the power generated will be felt in the form of public opinion and political pressure. These forces can and should be used to benefit the community and the public safety organizations responsible for their defense. An educated and informed public is the best ally of the firefighter, Paramedic and Police Officer. The unions exist to further the needs of these and other public servants as well as other organized labor groups with or without the legal authority granted in some states.

A union in a right-to-work state can exert influence through effective public education, promotion and cultivation of media resources to build a machine that honestly and fairly brings the needs of the worker and the organization to the attention of the public. A just cause or reasonable request will receive public support, generate political pressure, lubricate the sticky wheels of government and achieve what a thousand polite proposals and requests can never do. Municipal leaders will hide behind budgets, feasibility studies and consultants opinions to justify bad ideas, poor judgment and indecisiveness in managing the affairs of local government. These arguments melt away in the face of public opinion and pressure.

Of course power corrupts, and unions are no exception, the union and its leadership must remember that they serve both the public and the union members. Union leaders who seek personal gain, favors, or lead the union in a direction motivated by greed and selfishness will destroy the public trust and the union itself. This is why participation is so important, your union leaders need you as a sounding board to make sure they make decisions that are righteous and uphold the reputation and values of public safety employees.

Union members who find themselves in ineffective unions, with poor attendance and participation should be looking for some serious change. The union is your best tool to promote your organizations needs and your needs as an employee, you need to fight for it, participate and drive the discussion toward taking the action your union was intended to take on behalf of your community and your career. Perhaps if my union ever asked me to join, I would do so gladly, volunteer to run for president and show them how its done.

Sincerely….

Professional Management for EMS non-profits

Professional Management of EMS non-profit Organizations

By Alan Perry

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.