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 on the EMS agenda for the future. The agenda calls for EMS to become community-based and fully integrated with the overall healthcare system. The agenda further described that future EMS would have the ability to not only provide care for acute illnesses and injuries, but also identify health risks, provide follow-up care, provide treatment of chronic conditions, and monitor health of the community. In recent years, several services have begun to take on the task of creating and implementing a model to achieve these goals. MedStar in Fort Worth, Texas, has started an experimental program and has achieved excellent results. Their program initially focused on frequent callers and has grown to partner with hospitals by preventing readmissions and treating and monitoring high-risk chronic patients in their homes. The development of integrated mobile healthcare is organic at this point. The program offers a vision for the future but is vague in application and practice. Local programs currently in place respond based on community needs. Each program I researched works with different goals and protocols. The goal of all programs is to eliminate unnecessary transportation to the emergency room. The aim of mobile integrated healthcare programs is to fill the gaps in today's 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. they had to be designed and implemented in an orderly and timely manner for a successful transition to the EMS of the future. Subsequent reactive change is more difficult for the organization. This huge change thrown together in a hurry will lead to a multitude of problems. Perhaps the greatest challenge in managing change within the organization is employee resistance to change. (2) Keith R. Dutton, MS, professor of organizational development manager at Illinois State University, says, “Change usually involves the “10/80/10” rule: 10% of employees will actively embrace the change, 80% will be repeat offenders, and 10% will actively fight it. Your task is to recognize and understand it. The 10% against the change will have the influence and ability to negatively infect the 80%. you need to focus your efforts on the negative influence 10%”