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David M. Williams, PhD | | Monday, October 1, 2007

This year’s survey revealed that few organizations offer unique benefits beyond the basics. Photo Chris Swabb

FEATURED IN ADMINISTRATION AND LEADERSHIP

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• Creating an EMS Culture of Safety
• Ways EMS Providers Can Improve Morale
• Why Being a High-Reliability Organization Is Important in EMS
• Why EMS Should Employ High-Reliability Organization Characteristics
• Pro Bono: Allowing EMS to Carry Concealed Weapons Raises Legal Questions
• How the University of New Mexico’s EMS Medical Direction Consortium Encourages Collaboration

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For years, EMS managers have focused on “hard management” issues, such as improving response performance, controlling costs and increasing reimbursement rates. When it comes to the people in their organization, however, many managers still believe a job and a paycheck are incentive enough to want to stay on the job and work hard.

But tides are changing. The pool of workers has shrunk, opportunities have increased, and a new generation of workers is staring the old EMS job in the face and asking “Why should I?” Now, managers find themselves with holes in their schedules they can’t fill and staff they can’t motivate. They’re finally starting to realize that it’s time to pay attention and do something different. Workforce issues can no longer be considered “soft management.” 

For a quarter-century, JEMS has been surveying EMS agencies across the nation to help us better understand workplace issues facing our colleagues and to follow the trends in salaries from region to region. Today, the “JEMS Salary & Workplace Survey” is the leading source for information on compensation and workplace practices. It doesn’t have all the answers, but what follows is the most comprehensive snapshot of the industry today.

Included here as a JEMS.com exclusive are additional data gathered through the survey—international data and additional salaries by call volume and region.