Austin-Travis County EMS 2024 Annual Report

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

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