Q:
I have several employees that would like to implement a "shift trade" policy (you work mine and I'll work yours). What worries me, is that how do you allow shift trading and not have the employer compensate for the actual hours worked. We pay according to the 40 hours work week, and the schedules are 24hours on and 48 hours off.

A:
It would be wrong for me to suggest that "shift" changes cannot occur under any circumstances. For example, if I am scheduled for Monday/Thursday, and you for Tuesday/Friday, and you want to switch to Thursday so you can get a 3 day weekend, and it occurs in the same seven day consecutive period that is used to calculate mine and your 40 hours, that might be OK. But you seem
like a nice person so I would consider it just short of criminal for me to suggest you allow this practice to become part of your department policy. 

At best, keep it as an option in the event of urgent need or a case that you review individually. Don't get to wound up about precedent and always document the basis for you action. Once you open this door it will be how about Sunday, or holidays or leap years. In addition, you are correct
regarding the switch if it occurs in different 7-day periods. Each employee will be compensated based on actual hours worked in each period, not when they were scheduled, unless you allow them to punch the other person's time
card (Do WHAT?). Good question. Stand firm.

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20- Inner Turmoil Among Staff

Q:
 We are a Volunteer service with 28 EMT's currently on the roster. Many of our EMT's have strong personalities and there has been interpersonal conflict issues in the service lately. Ultimately the patient is the one paying the price for the inability of staff to get along as a team. We have solicited an outside party to come in an try to correct the situation. My feeling is that even though we are "volunteers" and choose
to be part of the service if you can't resolve any personal problems then perhaps you should bow out. Get happy or get out. Any thoughts on what to do to repair the damage? Have any other services had this problem? What measures did they take? FYI...it seems to be old EMT's vs.
new EMT's. Any help would be appreciated. Also, we live in a small town and have to interact with each other regulary outside of EMS work.

A: 
Repair the damage? Tough trick. Get things back on track? Maybe. Have any other services, particularly volunteer EMS agencies, had this problem?
Most based on my experience. 
A generational issue (old vs. new EMT's)? No surprises there. Unfortunately, while the problem is relatively common, the solutions are often illusive. Outside "facilitators" and my brave brethren in the "feel good industry" like you to believe they can fix this, and they are great at pushing everyone's buttons so you all go home with a warm
feeling. But they get paid by the hour and I do this for free. Therefore, it is with some regret that I begin by telling you that I don't have time to run some left-coast encounter group. Thus, here it is, down and dirty.

 Question 1. Just what is it you agency is trying to accomplish? Serve the community, provide emergency medical care to victims of accident or sudden
illness, and reduce disability and death? This shouldn't be a very
difficult question to answer.   .Question 2. How does your agency expect to accomplish this? Do you need one ambulance, two, twelve and how many should be staffed/available? Has anyone looked at your call data to determine what your demand looks like? 
Now that we know what you are trying to do, and what you need to do it, who among your staff is available to fill these roles? Why these questions first? If you can't agree on an agency mission,
what you need to accomplish that mission, or who is going to fill the roles to perform that mission, everything else is just a waste of time. Do this in a public and official meeting, tape the proceedings, and transcribe the
tape so everyone knows exactly what everyone said.

Try finding something you can all agree on. Otherwise, put a sign on the door that says closed due to lack of interest (and/or maturity) and head for the local bar where you can argue about who's fault it was that the EMS
service closed down. Someone will be along to pick up the slack. Only the current membership actually fantasize that they are an indispensable resource that the community cannot do without. That's why they can't "bow
out", and run the risk of being proven dispensable. Their egos just couldn't stand that (that goes for all members regardless of generation). 
Oh, and on people "bowing out" if they couldn't resolve their "personal problems", that sword has two edges and it is not outside the realm of possibility that those who perceive they are the solution (or salvation) are
in fact the problem. And I would not be overly concerned about the
interactions with others who are or have been members if thing blow up. 
Right now, this seems to be an internal matter, at least as long as you can keep the dirty little secrets behind closed doors. But just let the media get hold of this. Your collective reputations in the community will be dirt. You might inquire of the membership how they feel about that possibility.

You might also try one other thing. Open the doors of your agency to any and all comers. Set up an orientation and training program (at least to get some first responders or basics) and go for it. It can be done in about 90 days. Get 40 members or 50, who cares. First, yours is not a private club, though this perception about the local EMS is common in many communities.
Second, what you do is not rocket science. There are a lot more willing and able volunteers available than many in your agency are willing to admit.
Third, your agency gene pool needs diluting. Cloning is out, no exceptions.
Fourth, don't take any of this personally, unless you find that some of what I have said describes you specifically and I can't comment on that. Good
luck. Give my regards to the person you brought in from outside to "correct your problem".

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