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County moves to hire EMTs and study 48/96 scheduling to stabilize EMS coverage
Summary
Commissioners authorized hiring EMTs for April and asked staff to pursue legal, payroll and risk‑mitigation work to pilot a 48/96 (207(k)) scheduling model while pursuing staffing savings. County counsel cautioned that waiver use is legally constrained and recommended safeguards such as MOUs.
County EMS leaders presented a phased staffing model the board described as a pragmatic response to declining volunteer availability and rising personnel costs.
Nate (OCEMS, S10) told commissioners the model replaces one of two on‑truck paramedics with a paramedic/EMT pairing and a fire officer to provide dual‑role transport and scene support. ‘‘The staffing model we’re proposing … significantly reduces the cost of maintaining 24/7 ALS coverage without reducing the level of care provided to the community,’’ Nate said. Staff estimates replacing one paramedic with an EMT saves roughly $75,000 per position annually.
To further reduce payroll costs, staff proposed operating under a 48/96 work cycle (the ‘‘207(k)’’ model used in some fire departments), which combined with the staffing changes could save roughly $110,000 for an April–December pilot compared with continuing the current scheduling model. The model would pair employees on 48/96 shifts and use a waiver or departmental policy to manage overtime and rest periods.
County Attorney Casselli cautioned that 207(k) exemptions and waivers are legally sensitive: the exemption is generally aimed at personnel performing firefighter duties, and exempting EMTs or paramedics could be legally risky unless they perform the cross‑role firefighting functions and the authority structure is clear. Casselli recommended risk‑mitigation steps including strengthened MOUs with mutual‑aid partners, phased HR and payroll changes, use of comp‑time options, and not requiring new hires to sign away statutory rights as a condition of employment.
Commissioners gave staff direction to: (1) authorize hiring EMTs to replace departing paramedic positions starting in April; (2) pursue a ‘‘soft pull’’ or informal survey of current staff to identify likely acceptance of new schedules; (3) have legal and HR craft documents (MOUs/internal guidance/comp‑time options) that reduce risk during an interim period before a longer‑term authority or fire/EMS consolidation might make 207(k) status less problematic; and (4) return to the board with any necessary formal policy or personnel actions.
The board emphasized the pilots are intended as temporary, lawful measures to preserve emergency coverage while staff continues to pursue sustained revenue solutions such as ballot measures and other cost reductions.
