Floyd County EMS reports steady call volume, says staff shortage prevents third ambulance

Floyd County Emergency Medical Services reported a countywide average response time of about 15 minutes 32 seconds and said recent call volume has strained staff availability, preventing the department from staffing a third full-time ambulance.

Officials described the staffing shortfall during the board meeting, saying the system can operate two staffed ALS ambulances 24/7 but needs roughly six additional personnel to staff a single outlying station full time. “I would say we would need to add six right now to staff to move out one station,” said Dustin, a Floyd County EMS official overseeing operations. He said the county’s existing roster — a mix of full-time, part-time and volunteer members — leaves little margin for sick leave or heavy-call days.

The EMS presentation reviewed 2024 operations: 2,081 total calls, station-level averages and spotted differences in response times by area. Station 1 averaged about 11 minutes 12 seconds; Station 3 about 21:29; Station 4 about 22:48. Turnaround time for transports — including on-scene care, transport, and hospital transfer — was reported at about 90 minutes to two hours depending on destination.

Why it matters: County leaders and residents told the board long transport and limited coverage are felt in outlying areas. During public comment, resident Gerald Vest said delayed responses worry people who live far from town: “I’m … two and a half miles from my mind, and I’m gonna have to wait 25 minutes to get it. If I fall out of a heart attack, I’m dead,” Vest said.

What officials said: County staff and the EMS chief said several factors limit expansion: statewide competition for paramedics, pay/benefit differentials, and hiring churn. “My pot is not quite big enough to lure them over,” Dustin said, describing recruitment challenges and the need to improve compensation and scheduling to attract clinicians from neighboring localities. He said adding a third fully staffed ambulance would likely require both more funding and successful hiring.

Steps under way: EMS has launched a local cadet program for 15–17-year-olds; the first cohort included 10 students and provides CPR, stop-the-bleed and other basic emergency skills. The department also created a volunteer track (seven volunteers on the roster at the time of the report) and is exploring partnerships with New River Community College and a local scholarship foundation to subsidize EMT training for recruits.

Medical oversight and training: Dr. Doug Patterson, the system’s operational medical director for the New River Valley critical-care initiative, was credited for clinical oversight and helping secure pharmacy and drug administration licensing that allows EMS to carry a broader set of medicines and to tailor supplies to local needs.

Options discussed: Staff outlined interim models that do not require immediate full hiring — e.g., deploying a Quick Response Vehicle during peak hours, moving a staffed vehicle to an outlying station for daytime coverage, or adding a third vehicle for high-call hours (8 a.m.–8 p.m.). All options hinge on recruiting additional clinicians.

Next steps and follow-up: Staff said they will continue outreach to local training programs, assess grant and scholarship options for EMT courses, and analyze dispatch and call data to refine where and when added coverage would make the most operational difference. Dustin said he will provide the board the county’s detailed call and response data for further review.

Ending: Supervisors and EMS leaders stressed recruiting and local training as primary near-term strategies while noting any permanent service expansion will require sustained funding, hires and time to implement.