Fredericksburg Fire/EMS and county emergency planners told city and county elected officials on Aug. 27 that call volume has risen sharply this fiscal year and is straining staffing, overtime budgets and vehicle uptime.

The department presented month‑by‑month data showing an 18.5 percent increase in call volume over two years and a 14.3 percent increase in the current fiscal year compared with the same period last year. Fire chiefs said EMS transfers account for roughly half the increase in workload and that EMS calls represent about 80–85 percent of total calls. Chiefs also reported an uptick in hazardous‑materials calls and brush fires; brush incidents this year already exceed last year’s total.

Why it matters: Longer call durations for transfers and incidents mean fewer ambulances and units are available, increasing overtime and operational strain. The department noted that transfers to distant hospitals require extra travel time and that Medicare/insurance reimbursement rules cap payment rates — limiting revenue gains even when charge amounts rise.

Staffing and overtime: Officials said the department filled most of six additional positions authorized last year but that overtime remains high while part‑time pools and employees in training limit immediate relief. The communications/dispatch vacancies also contribute to overtime pressure in related schedules.

Capital and equipment: Fire and EMS leaders listed near‑term capital needs including replacement of an engine and a new ladder (multi‑year lead times), SCBA (self‑contained breathing apparatus) replacement around 2027 at an estimated cost in the mid‑hundreds of thousands of dollars, and a power‑load stretcher system under a pending grant (estimated project cost roughly $405,000 with an 80/20 match, meaning local match would be about $80,000 if awarded).

Billing and revenues: Officials explained that billing rates can be charged at market levels but Medicare and Medicaid allowable rates often leave a large “disallowed” portion the department cannot recover; that dynamic has increased the department’s reported disallowed amounts and limits revenue from higher charge rates.

Discussion vs. decision: The meeting identified staffing and capital as priorities and directed staff to return with more detailed budget requests and options, including a possible county/city planning workshop to evaluate a five‑year service model. No binding decisions were made at the workshop.

Ending: Commissioners and council members signaled interest in further joint planning and asked for a more specific five‑year plan and capital replacement timeline tied to long lead times for apparatus procurement.