Initial situation
The Cooperative Regional Dispatch Center West (KRLS West) serves approximately 880,000 residents in the districts of Dithmarschen, Pinneberg, Steinburg, and Segeberg. In recent years, the volume of calls and incidents has increased significantly, leading to a steadily growing demand for personnel. Up to nine dispatch stations and an additional situational service are now staffed simultaneously.
The staff operates according to the so-called incident processing principle. This means that employees are responsible for both receiving emergency calls and the subsequent dispatching of resources, as well as the ongoing management of incidents. Due to the size of the dispatch center, challenges are increasingly arising in the control of incident operations and the quality of process execution.
Objective
The focus of the organizational study was the personnel assessment for the Cooperative Regional Dispatch Center West. A particular emphasis was placed on the analysis and evaluation of dispatch operations, taking into account a separate call-taking and dispatching approach, the so-called “acceptance-allocation procedure.”
Approach and Methodology
As part of a workshop, the advantages and disadvantages of the current working method were discussed together with potential optimizations through a switch to the acceptance-allocation procedure. In particular, the requirements for the transition were discussed, such as the differentiation of lines between call-taking and dispatching. Other relevant aspects included entry paths through qualification, the distribution of roles, and the management structure.
Based on historical data, a simulation of the acceptance-allocation procedure was carried out. From this, the future personnel requirements were derived.
Measures Taken
The acceptance-allocation procedure was introduced at KRLS West. As a result of this change, the staffing levels will be adjusted in the future. In addition, the qualification requirements and the training concept were revised. This also provided employees from other professional backgrounds, particularly medical professions, with access to the dispatch center.
Results of the organizational investigation
The switch to the acceptance-allocation procedure took place while the project was still ongoing. This led to an immediate and noticeable improvement in the working atmosphere, particularly regarding noise levels in the dispatch center. Relevant key performance indicators, such as emergency call response times, were also optimized.
In the meantime, the first employees without a background in emergency medical services are already working in the call-taking area, meaning there are no longer any vacancies in this department.