Implementation of a new emergency medical communication centre organization in Finland - an evaluation, with performance indicators

A retrospective observational study was conducted in the EMCC in southern Finland. The data from the former system, which had municipality-based centers, covered the years 2002-2005 and was collected from several databases. From the new EMCC, data was collected from January 1 to May 31, 2006. Identified performance indicators were used to evaluate and compare the old and new EMCC organizations.A total of 67 610 emergency calls were analyzed. Of these, 54 026 were from the municipality-based centers and 13 584 were from the new EMCC. Compared to the old municipality-based centers the new EMCC dispatched the highest priority to 7.4 percent of the calls compared to 3.6 percent in the old system. The high priority cases not detected by dispatchers increased significantly (p < 0.001) in the new EMCC organization, and the identification rate of unexpected deaths in the dispatched ambulance assignments was not significantly (p = 0.270) lower compared to the old municipality-based center data.After implementation of a new EMCC organization in Finland the percentage and number of high priority calls increased. There was a trend, but no statistically significant increase in the emergency medical dispatchers' ability to detect patients with life-threatening conditions despite structured education, regular evaluation and standardization of protocols in the new EMCC organization.The emergency medical communication centre (EMCC) and the emergency medical dispatchers (EMD) is a part of the emergency medical services (EMS) and the first link in the chain of survival [1]. There is a great variety in how an EMCC is organized in different countries and sometimes, even within countries [2,3]. In addition there have been major changes in EMCC organizations during the last few years. The changes have often started due to the input of external factors, i.e. limited resources; need to control costs, and discussions concerning management responsibilities [2,3]. However, the assessment of th