Austin-Travis County EMS 2024 Annual Report

SERVING THE CAPITAL CITY OF TEXAS EVERY MOMENT OF EVERY DAY

AUSTIN-TRAVIS COUNTY EMS ANNUAL REPORT

2024

AUSTIN-TRAVIS COUNTY EMERGENCY MEDICAL SERVICES WOULD LIKE TO THANK OUR ELECTED OFFICIALS FOR THEIR CONTINUED SUPPORT

TABLE OF CONTENTS

RESPONDING. LISTENING. SOLVING. SERVING. PROTECTING. WE ARE HERE FOR YOU AND YOURS

Message Mission

5 7 9

Strategic Plan Station Map Field Operations

11 12 14 17 18 20 22 24 26 29 30 32 33 34 35

Employee Development

Special Events

Paramedic Practitioner Operations Support

Clinical Navigation

Emergency Communications

Academy & Recruiting

Strategic Communications

Special Operations

Honor Guard

Safety & Wellness Business Technology

Billing & Finance

2

3

OUR CHIEF

T.C. BROADNAX CITY MANAGER

robert luckritz ems chief

As City Manager, I have the privilege of serving alongside the dedicated professionals of Austin-Travis County Emergency Medical Service (ATCEMS). Every day our ATCEMS clinicians and support staff serve this community with skill, compassion, and an unwavering commitment to public safety. Their work is critical—not just in responding to emergencies, but in taking proactive steps to improve the health and well-being of all Austinites. ATCEMS is more than an emergency response agency; it is a lifeline for our city. From treating traumatic injuries to providing mental health support, their efforts go beyond the call of duty. This year, their work has been exceptional, especially in addressing the opioid crisis, their efforts surrounding mental health, and supporting our most vulnerable residents, all of which are

among the City’s top priorities. ATCEMS distributed over 3,500 naloxone rescue kits, equipping community members with the tools to prevent overdose deaths and save lives. Additionally, the department expanded access to treatment by increasing enrollment in the Buprenorphine Bridge Program (BBP) by 88%, offering critical support for individuals struggling with opioid use disorder. These efforts reinforce our commitment to public health and ensure that those in crisis have a path to recovery. Through 15 Pop-Up Resource Clinics (PURCs) ATCEMS connected nearly 800 individuals experiencing homelessness with essential services, bridging the gap between medical care and social support. These clinics are a testament to our city’s dedication to providing

accessible, life-changing resources to those who need them the most. I am incredibly proud of the men and women of ATCEMS. Their dedication, innovative approach to care, and commitment to service make our community stronger and safer. I want to thank all our personnel for their hard work and devotion to our community. I also want to express my appreciation to the Mayor, City Council, and all our public safety partners for their continued support of ATCEMS and its vital mission. As we look ahead, we will continue to support and invest in our EMS professionals and the essential services they provide. Their work is a cornerstone of Austin’s public safety network, and we are grateful for all they do to serve this great city.

2024 marked another year of innovation, dedication, and growth for Austin-Travis County EMS. With a continued focus on our mission of fostering our community’s health and safety, we have strengthened our workforce, expanded life-saving programs, and enhanced access to critical resources for our most vulnerable populations. A key accomplishment this year was the hiring and training of 71 front-line staff members through four new hire academies. By recruiting, hiring, and retaining a talented, engaged, diverse, and inclusive workforce, we have improved our operational efficiency and strengthened our ability to meet the community’s needs. We still have work to do, but I am confident that our continued recruiting efforts will only bring more improvement in 2025. In our ongoing commitment to

advancing pre-hospital care, we expanded the Whole Blood Program to ensure a more equitable deployment of resources across the city. This program administered life-saving whole blood transfusions to over 300 critically ill or injured patients, significantly improving survival outcomes. Mental health remains a focal point of our response efforts. This year, our Mental Health Paramedics responded to over 3,200 incidents involving individuals experiencing a mental health crisis. By providing specialized response and intervention, we have reduced unnecessary law enforcement involvement and emergency room visits, ensuring that individuals receive the appropriate care and support they need. These achievements would not have been possible without the unwavering

dedication of our personnel, whose passion and commitment continue to drive our success. Their innovation and resilience are the backbone of ATCEMS, and I am incredibly proud to serve alongside them. I want to extend my deepest gratitude to the Mayor and City Council of the City of Austin, the Travis County Judge and Commissioner’s Court, and all of our public safety partners. Your continued support allows us to push boundaries, innovate, and provide the highest level of emergency medical care to our community. We remain fully committed to evolving with the needs of our growing city and ensuring that Austin-Travis County EMS remains a leader in emergency medical services. Thank you for your trust, support, and partnership in this mission.

2024 ANNUAL REPORT

4

5

WWW.AUSTINTEXAS.GOV/EMS

FROM TUMBLEWEEDS TO BARTON SPRINGS, WE’VE GOT YOU.

OUR MISSION

1.33 million RESIDENTS SERVED

CREATING SOLUTIONS WHEN IT MATTERS MOST

TO FOSTER OUR COMMUNITY’S HEALTH AND SAFETY THROUGH INSPIRED SOLUTIONS

Austin-Travis County EMS (ATCEMS) was founded as the City of Austin EMS in 1976 as a third service EMS agency serving the City of Austin and Travis County. ATCEMS provides 911 communications and emergency medical response to residents and visitors of Austin and Travis County. In 1998, Austin EMS formalized its relationship with Travis County through an interlocal agreement that continues to exist today, forming what

we now know as Austin-Travis County EMS. In 2012, ATCEMS became the first third service EMS system to be included under State Civil Service law, which previously only included fire and law enforcement. In addition to managing day-to-day emergencies in Austin and Travis County, ATCEMS provides medical coverage for hundreds of special events each year.

UNDERSTANDING THE NEEDS OF THE CITY, THE HEALTH OF ITS CITIZENS. BRINGING THE COMPASSION NEEDED TO HEAL.

6

7

STRATEGIC PLAN

MISSION

TO FOSTER OUR COMMUNITY’S HEALTH AND SAFETY THROUGH INSPIRED SOLUTIONS

VALUES

PILLARS

GOALS

STRATEGIES

TRUST & INTEGRITY The belief and confidence in the strong ethical or moral principles of a person ADAPTABILITY & RESILIENCE The ability to adjust and recover from difficult experiences and setbacks INNOVATION Increasing knowledge and transforming existing processes and business models to better serve changing needs and expectations SERVICE Taking action to create value for someone else RESPECT & EMPATHY A positive feeling or action shown towards someone, and having the skill to understand their experiences

Pursue new procedures, innovative technology, and other system-wide improvements to advance patient care solutions and improve service outcomes Develop comprehensive financial strategies to maintain the necessary resources to operate a reliable and trustworthy emergency medical service Provide increasingly effective and comprehensive prevention and care in our communities through public outreach and education programs Improve patient outcomes by providing the right resource to the right patient at the right time focusing on equity Become the employer of choice by developing innovative recruiting and retention strategies and training initiatives Optimize the quality of life for our workforce by empowering them with effective tools, programs, and opportunities to increase resilience at home and at work

Leverage resources to be an adaptive, innovative, and solution-oriented public safety department

Adaptive Innovative Solution-Oriented

Provide collaborative, service-oriented, and comprehensive care to the community

Collaborative Service-Oriented Community Focused

Attract, develop, and retain a thriving, empowered, and resilient workforce

Thriving Empowered Resilient Workforce

8

9

jonestown

Lago Vista

cedar park

jollyville

dessau

lakeway

manor

west lake hills

bee cave

STATION MAP

hornsby bend

sunset valley

del valle

bear creek

pilot knob

manchaca

44 Stations Covering Austin & Travis county serving a daily population 1,330,188 covering over 1,960 square miles

10

11

MAKING SURE EVERYHTING IS FLOWING AS IT SHOULD.

ACCESS. EVALUATE. COMMUNICATE. RESOLVE. FIELD OPERATIONS

SWORN STRENGTH 698 CIVILIAN STRENGTH 102 INCIDENTS RECIEVED IN FY2024 139,670

NEW UNITS. NEW STATIONS. NEW CREWS. SAME SMILE.

MEDICS. CLINICAL SPECIALIST. PRACTITIONERS. Creating a supportive and encouraging structure across all the ranks.

ENSURING THE FRONT LINE HAS WHAT THEY NEED TO BEST SERVE AUSTIN

Collaborative Care Communication Center (C4) to allow system coverage during peak call volume times. The process has been streamlined, with Operations taking a proactive approach to sending calls to the C4, reducing the time it takes to approve lower priority calls being moved to the C4. ATCEMS received a request to respond to neighboring Fayette County for a mass casualty incident (MCI) involving a bus rollover. Our DOC and AMBUS were activated immediately, along with a strike team of emergency resources, allowing us to assist in treating and transporting 49 patients. In addition, we assisted Fayette County with the treatment of a police officer with a gunshot wound, administering whole blood and saving the officer’s life. These are examples of how we continue to build and grow our collaborative relationships with surrounding counties and agencies.

Movement (OSM) to further align our shifts with newly cleared providers. ESO software enhancements were made to help improve the workflow for providers and streamline revenue collection. Operations added two additional units, Medic 42 and Demand 08. These units are in underserved areas, allowing increased access to 911 resources. Vacancy rates have declined, allowing operations to move personnel to other areas/projects in the department and support our Strategic Plan. This was achieved while enabling our employees to attend a 24-person paramedic school, furthering their career path, and increasing the number of staff available to be promoted to the Clinical Specialist rank. Working with other sections of the department, Operations has utilized the

Operations focused on working with each department section, allowing our department goals to be met while concentrating on the department’s Strategic Plan. In doing this, Operations has played a more significant role in Special Events, Emergency Communications, Homeland Security Emergency Management (HSEM), and training. Crew rest and rehabilitation have increased, allowing our field crews the necessary downtime. Our workload monitoring software, commitment to our staff’s well-being, and the implementation of on-duty training for both Field and Special Operations helped us focus on better work life balance for our providers and lessened the financial impact of off-duty training on the department. In January 2024, we implemented a full bid to balance the shifts and an Open Seat

2024 ANNUAL REPORT

12

13

WWW.AUSTINTEXAS.GOV/EMS

TEACH. TRAIN. ENLIGHTEN. ENGAGE.

EMPLOYEE DEVELOPMENT

PROVIDING OPPORTUNITIES ON EVERY LEVEL

CIVILIAN.BLS.ALS.PA.MD

The department delivered a total of 18,884 hours of in-person education and 13,404 hours of distance education during FY24. This total includes three distinct semesters of continuing education (CE) programs designed to enhance the skills and knowledge of our providers and public safety partners.

LOCALIZED RESOURCES & REGIONAL TRAININGS

private schools, the Mexican Consulate of Austin, FBI of Austin, Travis County Constable, Round Rock PD, Austin Police, Austin Fire, and various State of Texas agencies. We are also working with community groups like El Buen Samaritano, and Go Austin/ Vamos Austin. Through the City of Austin’s internal training program, we offer Stop the Bleed courses for city employees at the City’s Learning and Resource Center. We also partner with the ATCEMS Injury Prevention team to provide free Stop the Bleed and Breathe Now (Narcan Training) to the public.

The CE office’s commitment to maintaining high standards of care, supporting specialty teams, and providing critical education to local public safety agencies reinforces our department’s dedication to excellence. Moving forward, the CE office will continue to innovate and adapt its training programs to meet evolving needs, ensuring that all personnel are equipped with the knowledge and skills required to provide exceptional care and support to the communities we serve. The Austin-Travis County EMS Regional Training Center provides Basic Life Support (BLS) courses in CPR and First Aid to anyone who wants to learn how to save a life or needs certification for employment. All BLS courses are taught by ATCEMS Training Center instructors and are official American Heart Association courses. Upon successful completion of the course, students are issued an official American Heart Association completion card. This past fiscal year we trained 2,454 students in certification and non-certification training for CPR and First Aid with AED. The CPR and First Aid programs also provide classes to various agencies and organizations throughout the Austin area. We work with groups like The American Heart Association, Capital Metro,

POINT OF CARE ULTRASOUND ADVANCED PREHOSPITAL CARE

COMPLEX MEDICAL EMERGENCIES INTERAGENCY OPERABILITY WHEN TO DO THINGS, AND WHEN NOT TO LEARNING TOGETHER, SOLVING AS ONE

Providing advanced life support education to the Austin Fire Department, Texas Department of Public Safety, and other local public safety partners ensuring that their personnel are well-prepared to respond to complex medical emergencies. Courses were delivered to the Austin Police Department’s Impaired Driver Investigation Unit to support their new blood draw qualifications.

Multiple programs have enhanced the skills and knowledge of our department’s providers and public safety partners, fostered collaboration, and improved emergency response capabilities across the community. With a focus on trauma, various aspects of damage control resuscitation and an emphasis on communication between partners and public safety colleagues.

Hands-on practice using Butterfly ultrasound probes to perform E-FAST exams, in alignment with the trauma focus of the semester. The practice sessions were conducted on employees who volunteered to be scanned by providers. A new application utilizing AI to label anatomical structures during scanning was also introduced.

41 SESSIONS & 600 PROVIDERS

22 TOPICS

32,200+ HOURS OF INSTRUCTION

2,454 certified in CPR & FIRST AID

2024 ANNUAL REPORT

14

15

WWW.AUSTINTEXAS.GOV/EMS

KEEPING YOU SAFE WHILE YOU ARE ENTERTAINED

420k+ Formula One attracts over 420k people to the city Patrons flock to COTA to enjoy world class racing and A-list talent concerts on the COTA Super Stage Friday and Saturday nights. Not only does ATCEMS cover the venue for spectators, but we have dedicated Track Medics for the race cars and pit lane area. This specialized resource is trained to work in and around highly technical machines that travel at high speeds.

SPECIAL EVENTS 228 UNIQUE EVENTS WORKED FOR A TOTAL OF 18,853 HOURS DURING FY24 FROM RACES TO RODEOS, WE KNOW HOW TO MEET YOU WHERE YOU GO

SXSW

Hundreds of thousands of visitors to Austin for a mix of conferences, festivals, and exhibitions with a significant, positive economic impact on our city. EMS sets up resources and geo-fences the downtown area to handle all medical emergencies within the designated geographic boundary, keeping everyday resources available for normal city call volume.

ATCEMS Special Events have proven to be an invaluable division within our department. The City of Austin has some of the largest mass gatherings in the country and requires many extra resources to appropriately provide quality medical services to its attendees and staff. We support SXSW, Austin FC, Formula One Car Racing, ACL Festival, Austin Marathon, Capital 10K, UT Football, NASCAR, and MotoGP, just to name a few. In addition to these large-scale mass gatherings, we support countless other events around the city that range from large runs, bike races, concerts, parades, protests, convention center events, and a very busy Circuit of the Americas track rentals. All Special Events coverage relies on volunteers from field

medics so that we don’t interfere with 911 system resources. At these events, depending on the size and complexity, we deploy command structure, motorcycle medics, special response units, logistics support, foot teams, and ambulances. We staffed over 200 unique events, and when broken down to per event day, ATCEMS worked over 400 event days. This illustrates the number of times we staff multiple events in a single day, some of those are three and four events in one day. We staffed over 200 separate track rental days not including Formula One, NASCAR, and MotoGP. From all these events combined, we responded to over 1,000 medical incidents using dedicated ATCEMS resources, keeping traditional 911 resources in the community.

ACL

Spanning three days on two consecutive weekends, draws 75,000 fans per day from all over the world. ATCEMS is proud to have successfully managed and supported the medical needs of this event for many years.

1st Qtr 2nd qtr 3rd qtr 4th qtr Special event hours worked 5,404 4,509 5,046 3,892

UT

100,000+ fans that attend the game , Longhorn City Limits, Bevo Blvd, and Smokies Midway have dedicated resources to manage the large call volume on game day in and around DKR Memorial Stadium.

2024 ANNUAL REPORT

16

17

WWW.AUSTINTEXAS.GOV/EMS

CHIEF MEDICAL OFFICER

MEDICINE FORWARD The Paramedic Practitioner program works to support the citizens of Austin and Travis County by augmenting both the Operations and Integrated Services divisions of ATCEMS. FY24 saw a few changes; the most significant was the merger with Austin-Travis County EMS and personnel within the new division becoming sworn employees. The merge increased our full-time employees (FTEs) by one paramedic practitioner, creating a total of five FTEs. The primary goal of the Paramedic Practitioner team is to offer provider-level care in the prehospital environment and

The Office of the Chief Medical Officer provides comprehensive oversight of all out-of-hospital care provided in the Austin-Travis County Emergency Medical Services system, and strategic alignment of clinical services provided

OLMC CONTACTS

PARAMEDIC PRACTITIONERS

LECTURES

Online Medical Control Contacts 2,554

Responses 3,275 Treat & Release 1,191

Courses Taught 28 Medical Rideouts 45

THE PARAMEDIC PRACTITIONER. BRINGING PROVEN SCIENCE TO YOUR DOOR, YOUR PARKS, YOUR EVERYWHERE.

TOP 3 INCIDENTS

CRITICAL CARE ASSISTED 132 Cases

FTEs

disposition patients who activate 911 away from the emergency department. The team provides advanced assessment and treatment modalities for the critically injured, along with bedside and classroom education for our ATCEMS personnel. The innovative nature and novelty of the Paramedic Practitioner program have piqued the interest of many agencies and personnel around the country. To increase knowledge and program mission, we have established additional features to assist students, fellows, and others interested to either rotate or ride with our providers.

5 Full-time employee (FTE) spots commited to Paramedic Practitioners

Cardiac Arrest 262 Respiratory P2 121 Sick 5 w/PA 111

TOP 3 OLMC DISPOSITIONS

Refusal

683 313 208

DOS

Refferred C4

2024 ANNUAL REPORT

18

19

WWW.AUSTINTEXAS.GOV/EMS

MAKING SURE THE WHEELS ARE TURNING SO THE FRONTLINE CAN REACH YOUR NEEDS

OPERATIONS SUPPORT 200+ EMERGENCY VEHICLES MAINTAINED AND UPDATED

RENOVATING. REBUILDING. REOPENING. REACHING FURTHER EVERY YEAR.

horton f-550

New technology used in the frontline fleet. Touch screen and upgraded compartment systems for provider efficiency. Some units are equipped with four-wheel drive.

Operations Support’s daily role is ensuring that our medics, command staff and civilian personnel have the facilities, vehicles, and equipment they need to take care of the citizens of Austin and Travis County. While our 2024 staff consisted only of five sworn and three non-sworn personnel, this group managed and maintained over 47 EMS facilities, 200+ emergency vehicles or rolling stock (trailers, generators, etc.) and worked with our non-sworn Supply section in managing equipment, medical supplies, and uniforms. keeping the wheels rolling FY24 was a very challenging year for EMS Fleet and the City of Austin Fleet Mobility Services. After several years of no new ambulance arrivals (due to COVID and vehicle manufacturer issues), EMS Fleet worked incredibly hard to keep the ambulances available for our staff in a safe and well-maintained condition. ATCEMS saw the addition in 2024 of 20 new ambulances from Horton Emergency Vehicles and Road Rescue- REV group, units that were badly needed to replace our older model ambulances. Additionally,

EMS Fleet added several specialty trailers and other support vehicle assets to supplement our mission. weathering all conditions 2024 saw large temperature changes that put our EMS Facilities staff, COA Building Services personnel, and contractors to the test. From extremely cold winter temperatures to brutally hot summer days, our staff kept our personnel warm when they needed warmth and cold when the sun beat down on Austin. ATCEMS also proudly opened two renovated joint stations (EMS Station 6 and EMS Station 12) and opened the newest EMS joint station, EMS Station 43 in the Canyon Creek area of FM 620 North in Northwest Austin. All of these stations expanded the ambulance and clinical navigation station capabilities as well as doubled or tripled the living and

Materials Management and Supply section (EMS Supply) , kept our ambulances and stations fully stocked and precision medical equipment maintained. Coupled with continued asset tracking management and reports within the OperativeIQ software, EMS Supply fine tuned their deployment strategies and added medical supply lockers back to some of our local medical centers to limit any stocking downtime for our providers and ambulances.

goodnight ranch STATION opening m42 & DC1

major highlights for keeping up with the needs • Opened the new EMS Station in Southeast Austin in the

Austin as part of the 2018 Voter Approved Public Safety Bond package. • Researched, designed, and brought to production ATCEMS’s first line of ten Horton Medium Duty Ford F-550 ambulances featuring enhanced provider safety measures. • Took delivery of twelve Road Rescue Medium Duty Ford F-550 and Mercedes Sprinter van ambulances. • Receved and deployed eight administrative and single responder vehicles and four specialty trailers.

station

Better quarters for better recovery. New station designs help the crews train, recover and rest between heavy calls.

Goodnight Ranch subdivision (Slaughter Lane), which now houses Medic 42, District Command 1, and the DTAC Support Trailer. • Renovated and reopened EMS Station 12 (Riverside Drive) and EMS Station 6, CHPR02 (East 4th Street- Downtown Austin). EMS Station 38, Demand 8, CHRP01 in Northeast Austin on Andtree Boulevard. • Relocated five EMS ambulances and one Command unit from five EMS stations across the City of

sleeping areas for EMS medics. safety & Support

Whether it was the addition of hundreds of level III ballistic plate vests for provider protection or detailed tracking and maintenance of our medical equipment, EMS Logistics , spearheaded by our

expanding & Evolving

fleet

More than ‘just’ ambulances. ATCEMS uses UTVs, motorcycles, drones, boats, buses, SUVs, trailers, and old fashioned boots to bring our medicine to you.

2024 ANNUAL REPORT

20

21

WWW.AUSTINTEXAS.GOV/EMS

FIRST TO RESPOND. BACKED BY SCIENCE. ENDLESS COMPASSION.

C4 INTERACTED WITH 11,232 EMS INCIDENTS, RESOLVING 5,862 WITHOUT TRAnsPORT TO THE EMERGENCY DEPARTMENT

CLINICAL NAVIGATION CHP units responded to 8,735 calls—70% were 911 calls

Persons Experiencing Homelessness (PEH) Support Program Conducted by CHP Case Managers and are aimed at improving the quality of life and health of PEH, reducing the reliance of PEH on the emergency system, and helping PEH proactively manage their health. Opioid Use Disorder (OUD) Support Program Directly aims to reduce the morbidity and mortality associated with overdoses on opioids. CHP personnel respond directly to 911 calls for apparent opioid overdoses to connect patients with OUD treatment including Medication Assisted Treatment (MAT) utilizing a warm-hand-off process rather than referral. Addressed 1,242 opiate-related overdose follow-ups. C4 conducted 1,951 patient follow-ups These focus on patient conditions that have a high-risk of readmission following discharge and has shown that we can effectively reduce re-admissions for certain high-risk condition through regular at-home medical evaluation and care. The program utilizes regular at-home medical evaluations, as well as remote patient monitoring, and provides patient reassurance, self-care coaching, support service connections Mental Health Crisis Response with EMCOT Responders seek to address the patient’s needs through EMS resources rather than using law enforcement or the ER for mental health crises. Available assets include the Integral Care EMCOT team, Integral Care and other mental health providers, the Herman Center, PES, and DSMC “yellow pod”. Responders are trained in crisis de-escalation and communication and are often co-staffed with behavioral health practitioners from EMCOT.

or connecting them to and providing mental health services. CHP team members conducted 18 PURCs, serving 826 clients and providing them with 1,242 interventions that range from clinical care, substance use harm reduction, connection to housing, and providing enhanced IDs. Additionally, CHPs had 60 PEH encampment visits through our StreetMed partnership which provided 234 interventions. The AUS Medic Program (AUSMed) placed two paramedic single-responders at Austin-Bergstrom International Airport. FY24 was the first full year of staffing, it was also the busiest travel year to date. During FY24, AUS medics provided 1,430 responses to medical incidents within the airport campus. ABLE TO SOLVE ANY LEVEL OF PROBLEM. FROM PRESCRIPTION REFILLS AND TELEHEALTH TO FIELD SUTURING AND PATIENT-SIDE RESOURCE MANAGEMENT. SENDING THE RIGHT RESOURCES TO THE RIGHT SCENE, WE ENSURE OUR PROVIDERS ARE READY AND

1

2

The Collaborative Care Communications Center (C4) expanded on its mission to provide patients with the right resources at the right time and place. C4 Clinical Navigators worked closely with the Communications and Operations Divisions to screen thousands of 911 calls and provide meaningful alternatives to ambulance response and transport. EMS patients with low-acuity healthcare needs were connected to resources, including primary care appointments, specialty care, telehealth, mental health services, and more. In addition to providing routine care and Emergency Department (ED) alternatives for low-acuity needs, the C4 reduced strain on the EMS and emergency healthcare systems by providing additional screening, response, and transport

diversion during periods of increased call volume. The Community Health Paramedic (CHP) mission is to improve the health equity and healthcare options for underserved and vulnerable populations in Travis County through innovative utilization of the unique skills and talents of our CHP in order to help individuals proactively and preventatively manage their healthcare needs. Today, the CHP Team has evolved to a group of 32 providers and one commander who work independently to address health-related needs and problems of the community. Needs such as taking care of non-emergent medical problems, getting patients set up with a primary care doctor,

3

4

2024 ANNUAL REPORT

22

23

WWW.AUSTINTEXAS.GOV/EMS

CALL. TEXT. FLAG US DOWN. WE WILL BE THERE.

EMERGENCY COMMUNICATIONS

Taking calls from the central dispatch center 24/7, while also providing on-site medical dispatch of specialty resources during large scale special events and emergency instances around the city and surrounding areas.

PROVIDERS SORTING 33 MPDS CARDS TO DISCERN 21,496 PRIORITY 1 CALL TYPES OUT OF 139,670 REQUESTS FOR SERVICE COORDINATING 73,521 TRANSPORTS TO DEFINITIVE CARE CONNECTING CRITICAL INFORMATION TO SOLVE TIME DEPENDENT PROBLEMS

consideration, like video integration. Executive worked with the leadership from the Wireless Communication Services Division (WCSD) to find funding that will allow the department to issue a radio to every sworn employee. These units will be deployed over the next two years and will make day-to-day unit deployments and deployments for disasters, special events, etc., easier. This opportunity will allow for different types of assignments, other than an ambulance, to be much more dynamic in their deployment of front line resources.

incident scene in support of a specific incident or tactical operation. This is the first time the department has been able to provide formal training related to special event dispatching. Our goal is to send all dispatch-qualified personnel to this training. In July, the division implemented a new 911 call-handling equipment, Intrado Viper. This product, purchased and provided by CAPCOG’s Capital Area Emergency Communications District (CAECD), is part of the Next Generation 911 (NG911) environment with more robust 911 answering abilities for future

2024 saw the Emergency Communications Division convert from 12-hour shifts to 24 hour shifts. This was a change requested by staff to better work-life balance. Each of the four Communications shifts aligns with the four Field shifts, providing shift cohesion from both sides of the radio. In April, ten communications personnel were sent through the Federal Emergency Management Agency (FEMA) Incident Tactical Dispatcher (INTD) course. This three-day course is a FEMA National Qualifications Standards course for dispatchers specially trained to operate in a command post, base camp, or at the

95% OF 911 CALLS ANSWERED WITHIN 40 SECONDS

CARDIAC ARREST 1,996

MEDICAL 64,368 TRAUMA 26,312

PENETRATING TRAUMA 806

BEHAVIORAL 5,748

ENVIRONMENTAL 719 TRAFFIC ACCIDENTS 11,650

STROKE 3,093

OVERDOSE 4,487

RESCUES 376

2024 ANNUAL REPORT

24

25

WWW.AUSTINTEXAS.GOV/EMS

ALWAYS AIMING HIGHER IN OUR PRACTICE AND IN OUR PEOPLE

ACADEMY & RECRUITING

DOING GOOD MEDICINE. ATTRACTING TOP TALENT. HIRING MOVERS AND SHAKERS. RINSE AND REPEAT.

INNOVATION TO ATTRACT

FY24 was the year of innovation for EMS Recruiting . Under the direction of the Academy operations staff division, we have advanced our recruiting efforts nationwide. We have continued to accept applications year-round, creating more opportunity for potential candidates. Through these efforts we opened a total of 10 hiring processes and four Academies in 2024.

REACHING THROUGH EVENTS

EMS Recruiting meets face-to-face with potential recruits through a variety of outreach and community events to recruit top talent for our department. Leading 97 outreach events, expos, conferences, job fairs, college/high school visits, community events, and military career fairs.

ONBOArDED 81 MEMBERS TO ATCEMS

KEEPING WITH TRADITION WHILE GROWING INTO THE FUTURE

EMS Recruiting continues to increase the number of applications projected for each fiscal year, expanding our overall diversity within our applications and new hires.

BLS and lateral academy for new hire candidates is 10 weeks - ALS internal students academy is 16 weeks

1,285

41%

10

HIRED 33%

FEMALES

TOTAL APPLICANTS

DIVERSE APPLICANTS

HIRING PROCESSES

NATIONAL REACH

2024 ANNUAL REPORT

26

27

WWW.AUSTINTEXAS.GOV/EMS

300+ 590+ 810+ MEDIA INTERVIEWS SUBPOENAS PROCESSED PUBLIC INFO REQUESTS

FINDING ALL THE WAYS TO REACH YOU... EVEN ON SOCIAL MEDIA

STRATEGIC COMMUNICATIONS INCREASING EXPOSURE TO PREVENTABLE HOSPITALIZATIONS, WHILE SHOWCASING THE GOOD WORK OUR FRONT LINE PROVIDERS DELIVER.

Prevention team focuses on community education and training that is in high demand: Stop the Bleed, Emergency Preparedness, CPR, First Aid, and Senior Home Safety. In FY24 the ATCEMS Senior Home Safety program returned. Licensed paramedics conduct FREE home safety assessments to identify potential risks and hazards for slips, trips, and falls in the home environment. Elderly falls contribute to a significant amount of both dispatches and transports to the emergency room when compared to other traumatic call types, and a considerable percentage of these falls occur at home.

dedication, we aim to keep the public informed, prepared, and confident in the exceptional care we provide. The ATCEMS Community Relations & Injury Prevention team provides education and outreach, coordinates department participation at community events, and attends health and safety fairs. The section also produces the ATCEMS Annual Report, provides video production and photography services, and creates marketing and promotional materials for the department. The ATCEMS Injury Prevention team was re-established in FY24 to include two full-time sworn personnel. The new Injury

In 2024, the Austin-Travis County EMS Public Information Office (PIO) underwent multiple strategic changes to better align with the ATCEMS mission and vision. The new ATCEMS Strategic Communications and Public Information Office operates 24/7/365 to increase the department’s visibility across as many venues as possible. Their mission is to showcase and support the life-changing work of our EMS providers through effective communication strategies that enhance public awareness, promote safety, and strengthen the connection between our organization and the community we serve. Through innovation, collaboration, and

WHEN MOMENTS MATTER, COMMUNICATION IS PARAMOUNT

With continued injury prevention and community education efforts, we believe we can decrease the number of preventable hospitalizations and disability, save lives, and provide the skills to act in an emergency without hesitation during the critical moments before first responders arrive.

•

Discussion/distribution of our lockbox program Medical ID/fall detection discussion and setup for smartphones and watches Emergency preparedness and planning guide

IN-HOME ASSESSMENTS

•

Medication review and Vial of Life program kit Information about FREE safety equipment (canes, lockboxes, wheelchairs, smoke detectors)

•

•

•

2024 ANNUAL REPORT

28

29

LOCATE. ASSIST. EXTRICATE. ANYWHERE. EVERYWHERE.

TACTICAL. RESCUE. WILDLAND. DRONES. HAZMAT. ROPES. BOATS. SWIFT WATER. TOWER. INDUSTRIAL. TRENCH. CONFINED SPACE. BOMB.

SPECIAL OPERATIONS

spartan uas additions

GOING TOWARDS THE BAD... TO SAVE THE GOOD...

5 NEW DRONES 20 ft MOBILE BASE TRAILER 6 NEW PILOTS

FLOWN OVER 30+EVENTS 372+ HOURS

Making the austere our happy place Utilizing science-based medicine and technology to locate, access, treat and repeaT, anywhere and everywhere

KEEPING THE PUBLIC SAFE, EVEN IN HIGH WATERS

The Austin-Travis County EMS Tactical Team provided tactical medical support to the State of Texas during post-election protest standby. They served as medical support for the Texas Military Department working alongside several other agencies from across the state to ensure the safety and well-being of all involved. The ATCEMS SPARTAN UAS team continued to provide UAS (drone) support for the City of Austin, Travis County, and Central Texas at numerous public safety incidents as well as pre-planned events including SXSW, Austin City Limits Music Festival, and UT protests and is recognized as one of the top programs in the country. SPARTAN UAS pilots had an incredible opportunity to provide UAS coverage for The University of Texas home football games this year. Our Special Events medics as well as our law enforcement partners found this to be very beneficial. SPARTAN personnel were selected to present at the annual TDEM Conference.

Our topic was the use of UAS in conjunction with RTFs for large scale events. We had several agencies from across the southern U.S. reach out for assistance with training and program management after this presentation. The ATCEMS CASTMED Program in partnership with the Austin Police Department Counter Assault Strike Team (CAST) deploys specialized Paramedics at unprecedented speeds delivering Damage Control Resuscitation (DCR) using whole blood directly at the point of injury to victims of violent crimes seconds after their injuries. CASTMED has 100+ annual deployments supporting the Downtown Area Command (DTAC), mass gathering special events, political protests, or active attacks that result in life-threatening injuries. Many of these injuries are now survivable due to this unique EMS and Police partnership safely and swiftly placing CASTMED Paramedics directly into areas previously considered non permissible to a standard EMS response.

In July 2024, 21 Austin-Travis County EMS Rescue paramedics were deployed to the Texas coast to support communities impacted by Hurricane Beryl. Nearly 3 million Texans were left without power for days during one of the hottest times of the summer. Our teams assisted by responding to 911 calls throughout the Houston area and providing support to local hospitals. In response to the widespread wildfires affecting both local and state areas, Austin-Travis County EMS deployed a team of nine highly trained personnel. The team was sent to various locations across Texas, often in remote and austere environments, to provide critical medical support. The challenging conditions required specialized skills and adaptability to ensure the safety and well-being of both the firefighting crews and affected communities. Our personnel worked tirelessly navigating rough terrain and extreme weather to deliver essential medical care and assistance wherever needed.

EXTRICATION, NO MATTER WHERE YOU FIND YOURSELF

STAYING TECH FORWARD AND ALWAYS REACHING HIGHER

2024 ANNUAL REPORT

30

31

WWW.AUSTINTEXAS.GOV/EMS

SAFETY & WELLNESS

EDUCATING FOR MEDICINE, TRAINING FOR LIFE.

The ATCEMS Safety Program is dedicated to creating a safe work environment for our employees, allowing them to provide the best possible care to the citizens of Austin and Travis County. Our goal is to prevent injuries and accidents involving our employees and the citizens we serve, enhance the health and well-being of our personnel, and deliver a safe experience for our patients. Safety reviewed 74 reported cases of workplace violence against ATCEMS employees in

FY24. The assaults on ATCEMS employees resulted in 17 on-the job injuries in 2024, or 10% of the total reported on-the-job injuries in FY24. From these experiences, ATCEMS developed education for field providers to address violence against first responders. Total OJIs reported decreased by 36% in FY24, down from 289 total OJIs reported in FY23. Reports of serious injuries also decreased by 60% in FY24, down from 22 serious injuries reported in FY23.

WELLNEsS CENTER

HONOR & RESPECT

The Wellness fitness team , a team of exercise physiologists, conducts station visits for EMS crews. These visits include a menu option of injury mitigations, a resiliency course focused on health topics, or a lifting course. Additionally, they facilitate Peer Support in providing psychological and emotional support via pre-incident education and post-incident diffusion.

REPRESENTING THE EMS COMMUNITY AND THE VALUES OF SERVICE, DEDICATION, AND PURPOSE.

CELEBRATIONS TO CEREMONIES

The Austin-Travis County EMS Honor Guard was active for 17 events (19 details) in the FY24. We marched and presented colors at four academy graduations as well as the department awards ceremony. We also presented colors at large national events, Formula 1 USGP in 2023, two NASCAR races, two Austin FC Soccer matches, the 100 Club awards ceremony, and the 2023 Texas EMS Conference. In addition to colors ceremonies, the team’s primary mission is to honor fallen first responders. The team was involved

leadership of multiple departments, private EMS services, and countless others to accomplish our mission.

with the services of SPO Jorge Pastore, SPO Kristy Astran, Dr. Mark Ackrell, and Firefighter Travis Head. While the visible portions of the events were limited to 19 specific days, the team contributes many hours behind the scenes to ensure that each assigned detail is carried out to the best of our abilities and coordinate the needs of the families and departments of our fallen. The Honor Guard leadership group has worked directly with funeral directors,

22 annuals 176 hiring exams

office of professional conduct (opc)

The Austin-Travis County EMS Department accepts all complaints, regardless of form, source, or substance, and initiates investigative action appropriate to the complaint’s seriousness. Therefore, the Office of Professional Conduct (OPC) is committed to investigating all reports of misconduct thoroughly, objectively, and without prejudice to foster and maintain trust between the Department and the community and achieve the desired degree of organizational excellence.

116 vaccines given to incumbents 36 pre-employment psych evals 22 individualized sessions 10 EMS Station FITNESS Visits 6 individual fitness consultations 3 group workout instruction

Volunteering their time and energy to explore EMS as a future. EXPLORER POST #247 40 Explorers & 4,321 ride out hours Volunteering to invest in what EMS has to offer as a career.

2024 ANNUAL REPORT

32

33

WWW.AUSTINTEXAS.GOV/EMS

ANALYSIS. RESEARCH. DATA. IT. SUPPORT.

BUSINESS TECHNOLOGY

BILLING & FINANCE

WE MANAGE THE COMPLICATED DATA SO YOU CAN BE PRODUCTIVE IN YOUR DAy-TO-DAY

STAYING ON BUDGET, WHILE YOU STAY PROTECTED.

DYNAMIC TEAMS, PREDICTIVE ANALYSIS, AND PROCESS IMPROVEMENT.

poster on the administration of a medication called Zyprexa for specific populations of psychiatric emergency patients, and if this intervention is helpful in deferring transport to an emergency room for stabilization.

Austin-Travis County EMS Billing is an in-house program to recover the costs of emergency medical services associated with transporting a patient to the hospital by ambulance. The Billing program bills insurance companies, government medical coverage plans, and patients for ambulance transport. Our team implemented an online form system to allow customers to submit updated demographic and insurance

“What would happen if we moved an ambulance from one station to another? What would happen to response times if Interstate 35 shuts down for one year? What if a Demand truck is changed from peak hours to a 24-hour ambulance?,” Optima Predict is useful for understanding what impact on performance major changes would have. ATCEMS continues to find new and innovative ways to incorporate M365 products into business processes, report on trends, and share these achievements on the ATCEMS online SharePoint page. The adoption of M365 products and features has flourished into several heavily used custom applications. The ATCEMS Whole Blood Program, Everbridge, and Daily Shift Report are a handful of applications that provide department staff and external partners with information instrumental to their line of business. ATCEMS started participating in the nationwide Pedi PART (pediatric airway resuscitation trial) along with 10 other major metropolitan areas. This study compares currently used airway interventions for children to determine which is more effective and provides better outcomes. ATCEMS will be presenting a research

to their insurance. The system allows customers to provide their information electronically without being limited to office hours or utilizing mail services for submissions. In FY24, our ATCEMS Billing Services division saw an outstanding achievement in billing revenue, thanks to the exceptional efforts of our billing personnel. Our original target of $28.7 million was surpassed by an impressive $7.2 million, with total billing revenue reaching $35.9 million. This 25% increase is a direct result of the hard work, attention to detail, and dedication of our billing team, who consistently go above and beyond to ensure accurate and timely billing. Additionally, our overall revenue reached $57.4 million, exceeding the target of $48.2 million by 19%. These remarkable results highlight the critical role our billing personnel play in the success of our EMS division. We are deeply grateful for their commitment to excellence, and we look forward to continuing to build on this success in the coming years. The ATCEMS Financial unit supports the department in a variety of ways such as creating the annual budget to provide the funding for EMS operations and monitors spending to ensure fiduciary responsibility. EMS Finance is responsible for all accounts payable

Previously known as the “Knowledge Management Division” or “Business Analysis and Research (BAR)” the Business Technology team consists of data, application, IT, and research service and support. This dynamic team gathers and analyzes data, produces internal and external reports, performs predictive analysis, manages patient care records and billing systems, IT contract management, and purchasing processes. We continue to further develop the ATCEMS SharePoint site and applications using the M365 Power Platform, and improve efficiency and reliability in utilizing cloud-based applications. Our team, along with ATCEMS stakeholders, find innovative solutions using our M365 products and technologies to improve our delivery of services to the community. Standardization has helped us provide consistent, reliable, and improved service to ATCEMS. We continue to support our ATCEMS programs to ensure their success with technology

and works to ensure all payments go out promptly. EMS Finance is also accountable for all revenue collection and accounting entries and reconciliations for the accurate posting of financial data. The ATCEMS Purchasing unit is responsible for creating and monitoring all the department’s contracts. They also support operations by placing all necessary orders for supplies needed in the field and other services, performing a vital role and work with multiple vendors to ensure operations has everything they needed to perform their duties.

MANAGING THE “WHAT IF” PROJECTIONS AND SUPPORTING DECISIONS WITH CRITICAL DATA

to improve their operability. We actively use our simulation

NATIONAL STUDIES WITH LOCAL IMPACTS

model for ambulance deployment, Optima Predict, to improve visibility. The model allows management to ask “what-if” questions such as

information when it is not obtained at the time of service, as well as submit authorizations to file claims

2024 ANNUAL REPORT

34

35

WWW.AUSTINTEXAS.GOV/EMS

2024 ANNUAL REPORT