Item #3 ATCEMS FY25 Q3 Quarterly Report Presentation — original pdf

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Emergency Medical Services Public Safety Commission Meeting FY25 Q3 Wesley Hopkins, Chief of Staff 1 Current EMS Department Staffing Authorized Strength Filled Sworn Sworn Vacancies 714 609 105 Medic Openings 27 Field 1 Communications June 30, 2025 Rank EMS Assistant Chief EMS Captain - Communications EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander - Communications EMS Commander - Field EMS Division Chief EMS Medic - Communications EMS Medic - Field EMS Chief Paramedic Practitioner EMS Paramedic Practitioner TOTAL Q3 AVERAGE Authorized Sworn Staffing 4 11 83 35 302 5 40 10 8 211 1 4 714 Vacancies Vacancy Rate 0 2 2 10 62 0 1 0 1 27 0 0 105 0.00 18.18 2.41 28.57 20.53 0.00 2.50 0.00 12.50 12.80 0.00 0.00 14.71 13.82 2 Sworn Separations Sworn Separations by Type 17 9 8 4 1 2 1 3 2 EMS Assistant Chief EMS Captain - Comm EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander - Comm EMS Commander - Field EMS Division Chief EMS Medic - Comm EMS Medic - Field Resigned Retired 18 16 14 12 10 8 6 4 2 0 3 Sworn Tenure at Separation Sworn Tenure at Separation 9 8 7 6 5 4 3 2 1 0 4 d e r i t e R 1 d e n g i s e R 2 d e r i t e R 1 d e n g i s e R 5 3 1 d e n g i s e R 4 4 3 1 1 d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R 8 7 2 d e n g i s e R d e r i t e R EMS Assistant Chief EMS Captain - Comm EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander - Comm EMS Commander - Field EMS Division Chief EMS Medic - Comm EMS Medic - Field Less than 1 year 1-5 years 5-10 years 10-15 years 15-20 years more than 20 years 4 20.00 18.00 16.00 14.00 12.00 10.00 8.00 6.00 4.00 2.00 0.00 Vacancy Rates Sworn & Civilian Vacancy Rate 16.69 17.40 16.11 15.83 16.11 12.06 11.06 13.07 12.32 12.89 10.05 10.05 10.05 10.05 14.71 15.13 13.87 9.05 8.04 7.04 Oct 2024 Nov 2024 Dec 2024 Jan 2025 Feb 2025 March 2025 April 2025 May 2025 June 2025 July 2025 August 2025 Sept 2025 Sworn Vacancy Rate Civilian Vacancy Rate 0.00 0.00 0.00 0.00 5 EMS Turnover Rate Turnover Rate 1.30 1.13 1.12 1.12 1.12 1.15 1.00 1.00 0.83 0.51 0.51 0.64 0.48 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Oct 2024 Nov 2024 Dec 2024 Jan 2025 Feb 2025 March 2025 April 2025 May 2025 June 2025 July 2025 August 2025 Sept 2025 Sworn Turnover Rate Civilian Turnover Rate 1.40 1.20 1.00 0.80 0.60 0.40 0.20 0.00 6 ATCEMS Academy Classes Cadet Class 0725 • 19 Total Cadets • 18 Field Medics • 1 Communication Medic • Graduation Friday, September 12th 2:00pm at the Texas State Capitol Cadet Class 1025 • 22 Total Cadets • 21 Field Medics • 1 Direct Hire Clinical Specialists 7 Opioid Overdoses – ATCEMS Data FY25 Q3 • We closed the SAMHSA grant and transitioned the Narcan Rescue Kit funding to Opioid Settle funds. • FY25 Q3, 4308 Narcan Rescue Kits were distributed. 172 rescue kits were used prior to ATCEMS arrival. 40 35 30 25 20 15 10 5 0 Apr-19 Opioid Overdoses reported to 911 Pills and Adolescents Apr-20 Apr-21 Apr-22 Apr-23 Apr-24 Adolescent under 18 Pills 300 250 200 150 100 50 0 Opiate Alerts Kits Used Kits Distributed 8 2024 2025 Q3 We began tracking the geolocation data on 6/20/2024. Station Updates • Significant Milestone in ATCEMS Facilities! • All 2018 Bond Projects Complete: - EMS Station 1 - EMS Station 5 - EMS Station 7 - EMS Station 10 - EMS Station 13 • Deferred Maintenance Projects - EMS Station 3 to start in September 10 EMS Ambulance Automatic Aid • Ambulance Auto Aid is next in the pipeline. • Dispatches the closest Ambulance & District Commander to a 911 call, regardless of the department or jurisdictional boundary. • Will contribute to decreased response times and provide additional ambulance resources during large scale incidents. Timeline: • September 2025- Migration to the cloud environment. - Interlocal agreement received preliminary signoff by each agency’s legal departments - Working group to determine what acuity level to send ambulances and agency specific procedures. • February 2026: Extensive Testing • March 2026: Go-Live 11 Central Texas Flooding Response Deployed with Texas Task Force-1: • Swift Water Boat Teams - 9 Rescue Personnel, 3 Boats - Search & Rescue Planner Deployed with Texas EMTF (Emergency Medical Task Force: • Task Force Leader • MIST Team Leader (Medical Incident Support Team) • Strike Team Leader • 2 Staging Managers • Ambus Crew - 6 DMR (Disaster Medical Response) Personnel, 1 Ambus • Ambulance Strike Team - 10 DMR (Disaster Medical Response) Personnel, 5 Ambulances 12 Deployment Changes System Transformation • Post Covid-19 increase in call volume with a shift in the nature of our calls and complexity • Workforce shortages across the nation • Organization that needed to catch up with the changing dynamic of the City of Austin and our industry as a whole Expanded Capabilities • Increased ambulance footprint by 8 ambulances over the past several years • Increased our Community Health Paramedic Program by several dozen positions • Expanded our ability to push calls to resources other than ambulances, including the development of Mental Health focused Responders and our Paramedic Practitioners • Enhanced the Collaborative Care Communications Center (C4) to 24-hour operations to screen and disposition low acuity calls • Collectively, these resources are answering more than 25,000 calls annually and working hard to prevent more than 16,000 ambulance transports a year 13 Deployment Changes Staffing Progress • As of April 2025, we have more than 129 sworn staff then we did near the end of 2022 • Nearly 80 sworn staff are operating in some form of onboarding or promotional training • These training needs have increased reliance on overtime or call back worked Advanced Life Support (ALS) Squad Program • Transitioning some ambulances to ALS Squads (non-transport units) • Staffed by Paramedics from non-ambulance operations • Respond to both low and high acuity calls • Support C4 and reduce unnecessary transports • Ensure maintenance of credentialing by non-transport unit providers 14 Deployment Changes Staffing Model • Rotating staff from: - Community Health Paramedics - Mental Health Responders & Opioid Use Disorder Staff - Education & Training Staff • Allows approximately 30 hours a week remaining for regular duties • Ensure maintenance of credentialing for non-transport unit providers Strategic Vision • ALS Squads = a flexible & efficient response • Builds a future-ready EMS Model • Long-term: - ALS ambulances for critical care - BLS ambulances for low-acuity transports - Specialty responders for targeted needs • Reinforces our core mission: solving problems for approximately 130,000+ that call 911 annually 15 Response Matrix & Dispatch Determinants Update • Why we reassess ATCEMS call Priorities • Ensures that the prioritization of calls within our EMS System utilizes the most up to date evidence from our community • A multi-disciplinary team reviewed 3 years of ATCEMS data • Many Priority 1 & 2 calls did not result in high-acuity interventions or critical patient findings Goals: • Ensure high-priority responses are reserved for truly urgent cases • Improve safety for both the public and ATCEMS providers by minimizing unnecessary lights and siren responses 16 Response Matrix & Dispatch Determinants Update Methods: • Defined a list of critical interventions: CPR, blood product transfusion, ventilation assistance, etc. • If call determinate involved a high-acuity intervention, it received or was maintained as a Priority 1 or Priority 2 Focus: • Improve clinical accuracy, resource use, and patient outcomes Results: Call Volume by Priority Percentage and Acuity Level Priority Current % of Calls New % of Calls High Acuity % Low Acuity % Response Mode 1 2 3 4 5 9.70% 35.90% 12.40% 29.10% 12.90% 8.50% 9.50% 11.70% 46.10% 24.20% 32% 15% 7% 2% 1% 68% 85% 93% 98% 99% Code 3 Code 3 Code 3 Code 1 C4 or Code 1 17 Response Matrix & Dispatch Determinants Update Response Plan Changes: • Adjusted response plans, particularly for chest pain and respiratory complaints • Fire department still responds to Priority 1 & 2 calls in the City of Austin and select Priority 3 & 4 calls • Fire departments in Travis County still respond to all calls Quality Assurance: • Dispatch determinates with corresponding high and low acuity classifications continue to be regularly reviewed • Real-time upgrades by call takers remain in place • Communications & EMS units may request first response at their discretion 18 Response Matrix & Dispatch Determinants Update Conclusion: • This re-prioritization of calls provides the EMS System with an updated evidence-based approach to better meet the needs of our community • Safeguards that the priority is placed on providing rapid high-quality care to those who are most in need • Ensures that we balance the risk of emergency response with the potential of benefit for our patients 19 Thank you emsrecruiting@austintexas.gov 20