Changes are afoot for EMS as we know it today. Mobile integrated healthcare is the future of EMS and will require new management styles and operational procedures. The concept of integrated mobile healthcare evolved from a vision of the EMS agenda for the future. The program describes EMS becoming community-based and fully integrated into the entire health care system. The agenda also described that EMS of the future would have the ability to not only provide acute care for illnesses and injuries, but also identify health risks, provide follow-up care, provide treatment for chronic illnesses and monitoring community health. In recent years, several departments have begun to undertake the task of creating and implementing a model to achieve these goals. MedStar in Fort Worth, Texas, launched an experimental program and had excellent results. Their program initially focused on frequent calls and grew to work with hospitals to prevent readmissions and treat and monitor high-risk chronic patients in their homes. The development of mobile integrated healthcare is organic at this stage. The program provides a vision for the future but remains vague in its application and practice. Local programs currently in place meet the needs of the community. Each program I have researched works with different goals and protocols. The sole purpose of all of these programs is to eliminate unnecessary transports to emergency rooms. The goals of integrated mobile healthcare programs are to fill gaps in the current healthcare system. The Mobile Integrated Healthcare program reduces unnecessary ambulance transports, reduces hospital readmissions, assesses home risks, matches patients with primary care physicians, and monitors patients with chronic conditions...... middle of paper...... The planned change must be designed and implemented in an orderly and timely manner to ensure a successful transition to the EMS of the future. Subsequent reactive change is more difficult for the organization. This huge, hastily implemented change will pose a multitude of problems. Perhaps the biggest challenge in managing change within the organization is employee resistance to change. (2) Keith R. Dutton, MS, instructor of organizational development management at Illinois State University, says: "Change typically results in the '10/80/10' rule: 10% of employees will actively adopt the change, 80% will oppose it. -sitters, and 10% will actively fight it. Your job is to recognize this and understand it. The 10% opposed to change will have the influence and ability to negatively infect the 80%. As such, you should focus your efforts on influencing the negative. 10%”