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THE HISTORY AND THE BEGINNING OF REDMOND EMS
Floyd is one of the largest counties in Georgia encompassing over 513 square miles. In the late 1980's
the population was nearing ninety thousand people. Comprised of a mix of industrial and service
industries it also host a large medical community. This area lies within the triangle of Chattanooga,
Birmingham and Atlanta. At the hub of this medical matrix are Floyd Medical Center and Redmond
Regional Medical Center.
Since the late 1960's FMC was the sole operator of EMS in Floyd Co. Prior, funeral homes provided little
more than a fast ride in a hearse before national standards were implemented. Until 1989 all the citizens
were served by only two 24 hour EMS units often depending on the fire department to supplement care
without transport capability. Many wanted to expand the number of ALS crews. However, there was
never any support at the executive level citing added burdens from an already financially draining
department. There were radically changed however.
In the late 1980's, Redmond Park Hospital, as it was originally named was headed by two forward-
thinking executives- Paul Rutledge and Phil Campbell. These two men envisioned an EMS strategically
suited to compliment their growing cardiac facility and network. The plan called for effective treatment
and transport of critically ill cardiac patients from outlying hospitals. It would have state of the art
equipment and highly trained dual paramedic teams. They would also support Redmond's mobile
cardiac cath lab that served rural hospitals. The idea was similar to air medical services that specialized
in critical interventions.
The first Ems director, Victor Giovanetti, was a former flight medic with Georgia Baptist Life Flight in
Atlanta and a supervisor with Metro Ems. His familiarity with advanced medical transport needs gave
Redmond Ems a good start. Employees were brought on board September 1, 1989 and licenser was
issued on September 12, 1989. Measures were taken to ensure the unveiling of the hospital's new name
and newest department was not spoiled. Units were prepped and kept in Atlanta. We were sometimes
referred to as the "Secret Service."
The latest in communication,monitoring and drug therapy were also available. Medics served routinely in
CCU,ICU, Cath Lab and surgery to ensure competencies. Training in 12 lead EKG recognition was a key
element. Salaries were above average and shifts were 24hrs on 72hrs off. Assistant Administrator Phil
Campbell revealed HCA's commitment to take losses of $500,000 a year for the first five years to help
establish the service.
Steps were also taken not to rob local Ems of their staff so recruiting was primarily in the Atlanta area.
Original employees included: Anthony Clifton, Debra Parrish, Scott Johnson, Saraliyn Murphy, Alberto
Ortez, Don St. Clair and Cecil Wolf. A separate BLS crew handled all non-emergency transports. The
service also employed its own dispatchers and was not initially a 911 provider.
The first year saw Redmond Ems became Georgia's first pilot program for the use of TPA in the field.
Paramedics routinely transported patient's from Cedartown, Breman and Calhoun experiencing heart
attacks. Medics established TPA at the facility and on occasions the patients would re-perfuse en route
often with weird arrhythmias. IV drips that were uncommon to most services were also used including
nitroglycerin, heparin, and dopamine via new transport pumps. Crews might spend thirty minutes
prepping for transport in the ER,adapting equipment, followed by a 50 mile emergency transport.
Locally, medics would contact the cardiologist on call and fax a copy of the EKG. The first case in
Georgia of a documented out of hospital successful TPA administration involved an employee of the
Inland Rome Corporation who requested Redmond Ems. When not on calls the crews were encouraged
to be visible in public venues throughout the county.
Dispatch was located in the ER where medics assisted with patient care until 5pm after which time they
could retire to room 335. This was the first quarters set aside for Ems and even the nearest elevator
was defaulted to the third floor for convenience of Ems. The primary unit was staged at the ER entrance.
Hospital administration was very active in the growth of the service and spent a great deal to market it in
the media. They had something unique and innovative to offer their customers. This would become
evident as Redmond began to explore the zoning issue---but that's another story.
Redmond Ems has impacted Floyd County and her neighbors. Within six months of its inception FMC
added personnel, trucks and satellite stations. Many services upgraded their drug inventories and
equipment. New vehicles suddenly began to replace aging fleets all around. An improved standard of
care was established. Perhaps, the greatest benefit of Redmond Ems is the way customer service
impacts a community.
Floyd is one of the largest counties in Georgia encompassing over 513 square miles. In the late 1980's
the population was nearing ninety thousand people. Comprised of a mix of industrial and service
industries it also host a large medical community. This area lies within the triangle of Chattanooga,
Birmingham and Atlanta. At the hub of this medical matrix are Floyd Medical Center and Redmond
Regional Medical Center.
Since the late 1960's FMC was the sole operator of EMS in Floyd Co. Prior, funeral homes provided little
more than a fast ride in a hearse before national standards were implemented. Until 1989 all the citizens
were served by only two 24 hour EMS units often depending on the fire department to supplement care
without transport capability. Many wanted to expand the number of ALS crews. However, there was
never any support at the executive level citing added burdens from an already financially draining
department. There were radically changed however.
In the late 1980's, Redmond Park Hospital, as it was originally named was headed by two forward-
thinking executives- Paul Rutledge and Phil Campbell. These two men envisioned an EMS strategically
suited to compliment their growing cardiac facility and network. The plan called for effective treatment
and transport of critically ill cardiac patients from outlying hospitals. It would have state of the art
equipment and highly trained dual paramedic teams. They would also support Redmond's mobile
cardiac cath lab that served rural hospitals. The idea was similar to air medical services that specialized
in critical interventions.
The first Ems director, Victor Giovanetti, was a former flight medic with Georgia Baptist Life Flight in
Atlanta and a supervisor with Metro Ems. His familiarity with advanced medical transport needs gave
Redmond Ems a good start. Employees were brought on board September 1, 1989 and licenser was
issued on September 12, 1989. Measures were taken to ensure the unveiling of the hospital's new name
and newest department was not spoiled. Units were prepped and kept in Atlanta. We were sometimes
referred to as the "Secret Service."
The latest in communication,monitoring and drug therapy were also available. Medics served routinely in
CCU,ICU, Cath Lab and surgery to ensure competencies. Training in 12 lead EKG recognition was a key
element. Salaries were above average and shifts were 24hrs on 72hrs off. Assistant Administrator Phil
Campbell revealed HCA's commitment to take losses of $500,000 a year for the first five years to help
establish the service.
Steps were also taken not to rob local Ems of their staff so recruiting was primarily in the Atlanta area.
Original employees included: Anthony Clifton, Debra Parrish, Scott Johnson, Saraliyn Murphy, Alberto
Ortez, Don St. Clair and Cecil Wolf. A separate BLS crew handled all non-emergency transports. The
service also employed its own dispatchers and was not initially a 911 provider.
The first year saw Redmond Ems became Georgia's first pilot program for the use of TPA in the field.
Paramedics routinely transported patient's from Cedartown, Breman and Calhoun experiencing heart
attacks. Medics established TPA at the facility and on occasions the patients would re-perfuse en route
often with weird arrhythmias. IV drips that were uncommon to most services were also used including
nitroglycerin, heparin, and dopamine via new transport pumps. Crews might spend thirty minutes
prepping for transport in the ER,adapting equipment, followed by a 50 mile emergency transport.
Locally, medics would contact the cardiologist on call and fax a copy of the EKG. The first case in
Georgia of a documented out of hospital successful TPA administration involved an employee of the
Inland Rome Corporation who requested Redmond Ems. When not on calls the crews were encouraged
to be visible in public venues throughout the county.
Dispatch was located in the ER where medics assisted with patient care until 5pm after which time they
could retire to room 335. This was the first quarters set aside for Ems and even the nearest elevator
was defaulted to the third floor for convenience of Ems. The primary unit was staged at the ER entrance.
Hospital administration was very active in the growth of the service and spent a great deal to market it in
the media. They had something unique and innovative to offer their customers. This would become
evident as Redmond began to explore the zoning issue---but that's another story.
Redmond Ems has impacted Floyd County and her neighbors. Within six months of its inception FMC
added personnel, trucks and satellite stations. Many services upgraded their drug inventories and
equipment. New vehicles suddenly began to replace aging fleets all around. An improved standard of
care was established. Perhaps, the greatest benefit of Redmond Ems is the way customer service
impacts a community.
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