I’ve mentioned previously that scheduling has always been a big part of my function within EMS. I authored a series of articles at EMS1.com that touched on the topic quite a bit. Here is the list in the order I think they should be read to make the most out of the information:
The length of shifts for EMS agencies varies widely across the United States. It is important for both the system and the provider that the shift length be appropriate.
Too many hours can potentially lead to fatigue-caused errors. Too few hours scheduled can result in system overload and a delay in service… read the whole article at EMS1.com
In today’s technology-driven climate, online scheduling has gone from becoming a luxury to a necessity for any EMS agency serious about being efficient.
With many different platforms for online scheduling to choose from, here are nine features that every EMS agency should make sure that they have to maximize on the experience… read the whole article at EMS1.com
The shift schedule for EMS personnel is one of the most important, vital and often overlooked aspects of EMS operations. It determines an agency’s ability to effectively provide service, it sets call receiver and dispatcher expectations of resources available to respond and it has a direct impact on the morale of providers.
In order to make the most out of your agency’s schedule to benefit the organization, the patients it serves and the providers, here are five best practices for scheduling EMS personnel… read the whole article at EMS1.com
The hardest part about improving on how your are handling your scheduling isn’t reading the articles above, listening to *GASP* your crews, or compiling the data for both a historic and predictive view of your run volume so that you can make the adjustments needed for the coverage.
The hardest part is actually making the change. The second hardest part is then sticking with it for at least 3-6 months to see how it will ACTUALLY work out. Seriously, that is going to be the hardest part because we are often so ingrained in how we do things and fear change SO much that we unknowingly inflict hardship on others and our organization.
Do not accept that things have to be done a certain way because that’s the way they have always been done. We should not slow down and impede progress for the well-being of tradition.