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York County outlines 10-year fire and EMS strategic plan with pilot squads, dispatch upgrades and franchise oversight
Summary
County staff presented a 10-year fire and EMS vision that includes squad pilot programs, reclassification of firefighter‑paramedics, a countywide records system, dispatch/CAD upgrades, a proposed franchise oversight model and exploration of a medical director and community paramedics.
County fire and emergency medical services staff presented a strategic plan update to York County Council that staff said is intended to create a countywide standard for fire protection and EMS while recognizing district-level differences.
Staff described adoption of a 10-year vision and a near-term slate of actions to be pursued over the next six to 12 months, including a pilot program with two of three squads to match equipment to call types, reclassification of two firefighter‑paramedics to address rural medical demand, and hiring priorities such as a full-time training officer and a three-year training plan for volunteers. “We've implemented a pilot program with 2 of our 3 squads to address current service needs to include appropriate equipment response to each call type,” a presenter said.
Data, funding and governance: staff said they are collecting data to better analyze funding models for volunteer and combination departments and plan to bring funding recommendations once analysis is complete. A new countywide records-management system has been implemented to standardize reporting, and staff recommended governance changes including a franchise system and oversight bodies to conduct quality reviews and ensure compliance with both state law and county requirements.
Dispatch and EMS models: the presentation highlighted planned dispatch upgrades (automatic vehicle location and CAD improvements) to recommend the closest available unit and improve compliance. Staff also outlined community paramedicine and other prehospital care models aimed at reducing unnecessary hospital transports by treating some patients in place or coordinating primary-care follow-up to improve long-term outcomes.
Medical director and oversight: staff proposed exploring a county medical director role, possibly shared, to provide quality review and system oversight rather than relying solely on hospital-employed medical directors; staff cautioned budget implications are not yet finalized.
Next steps: many items will come to the JPS committee for more detailed review and several initiatives will feed into the FY27 budget process. Council members asked staff to preserve the identity and sovereignty of volunteer fire districts while pursuing countywide standards, and to use clear communication channels for advisory feedback. Staff said committee-level briefings and ongoing data collection will continue.
