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Section Three: Risk Assessment <br /> <br />service demands placed on Eugene Fire & EMS, and there are relatively fewer staffed resourCes <br />to handle ambulance transport to a larger service area, it is particularly useful to examine demand <br />patterns so that resources can be deployed as efficiently and effectively as possible. <br /> <br />Ambulance calls are displayed using demand charts that outline calls by time of day and day of <br />week compared to daily staffing levels. Since not all ambulances are staffed on the traditional <br />24-hour shift, it is important to compare actual staffing levels to calls received. A combination <br />of 8-hour and 16-hour shifts staffed by single-role medics are used to provide coverage during <br />the peak demand periods during the day, while allowing the organization to appropriately reduce <br />staffing during the night when demand is lower. <br /> <br />The peak demand is determined by calculating the 90th percentile of all medical calls, and <br />allowing one hour as an average assumption for the amount of time typically necessar[ for an <br />ambulance crew to handle the call and become available for response again. The 100t percentile <br />figure is not used because our long experience has demonstrated that many calls for service do <br />not require transport and will therefore not require a full hour of time to complete and become <br />available. Points above the 90th perCentile line represent times when the department will most <br />likely rely on the department's fourth 24-hour, dual-role ambulance, staffed on a last-out basis by <br />an existing fire engine crew as part of our designated "combination crew" configuration, or else <br />process a mutual aid request to a neighboring transport provider within the greater metropolitan <br />area. <br /> <br />By implementing the new dynamic staffing model, the department has been able to better meet <br />demand while utilizing fewer total resources. The demand patterns are regularly updated and <br />reviewed. As changes occur, staffing and scheduling practices will be modified to meet the <br />changing demand in the most appropriate effective manner. <br /> <br />Figures 3.5-3.11 Demand for Ambulance Service by Day of Week and Time of Day in <br />FY04 <br /> <br /> Figure 3.5 <br /> <br /> FY04 - Sundays <br /> <br /> 6 <br /> 4 . 90% <br /> <br /> 2 -- Staffed <br /> <br /> 0 <br /> I 3 5 7 911131517192123 <br /> <br /> 32 <br /> <br /> <br />