Someone to Call On
Imagine going to work and, 20 minutes into your shift, being faced with a situation that could mean life or death for another person—seconds could mean safety and hesitation could end in disaster. For many, this description conjures up images of police, fire or emergency medical service (EMS) personnel arriving at the scene of an accident. However, the same description applies to those working an incident on the other side of the headset—telecommunicators.
Stress and the Unknown
Like many other careers in public safety, telecommunications is a fast-paced, high-stakes and high-stress job that can have strong implications on mental and physical well-being.
Kristi Jenkins, director of Muhlenberg County 911 (Photo provided)
“Whether you are (on the headset) helping with CPR, delivering a baby, trying to stop bleeding or de-escalate a domestic violence situation, you are the only help someone has until other first responders arrive,” said Kristi Jenkins, director of Muhlenberg County 911. “You want to be there helping them physically. It takes a toll mentally.”
Shortly, after a call has ended, the next one is coming in, leaving dispatchers very little time to process what they heard on the other end of the line. Additionally, unlike police, fire and EMS, who see an incident to completion, dispatchers are often left with a lack of closure, according to Paul Nave, Owensboro-Daviess County Dispatch director.
“We don’t have that closure,” he said. “It’s just another layer of stress. We have to envision if that person lived and we were successful that day or did they pass away.”
Trauma and Burnout
Not only do many telecommunicators end up working traumatic calls, but also sometimes, especially in a small town, those incidents involve family members or friends. Additionally, trauma from a call can be compounded when an incident is similar to an event from their past or involves someone of a similar demographic to a loved one, said Department of Criminal Justice Training Instructor and former Lawrenceburg Dispatcher Sarah Powell.
Department of Criminal Justice Training Instructor and former Lawrenceburg Dispatcher Sarah Powell (Photo by Jim Robertson)
“A lot of telecommunicators, and public safety in general, have a lot of stuff in their (mental) ‘bucket,’” she explained. “So with a combination of childhood events, calls coming in and shoving those negative thoughts into the bucket without processing them, when the day is over—those incidents are staying in the bucket. It eventually gets full, and that’s when something bad happens … You have to process and come to terms with those things to move past them.”
Powell quoted Adam Timm, founder of The Healthy Dispatcher website and consulting, in stating that approximately 97% of telecommunicators don’t retire from the profession. This daunting statistic can be attributed not only to trauma and understaffing, but also to long shift hours and feelings of under appreciation and burnout.
According to Powell, burnout in telecommunicators can manifest as cynicism, contempt for callers and lack of empathy. All these could signal it’s time to seek help.
To Cope and Heal
Sometimes a path toward healing can begin with validating the trauma and finding someone to talk to, said Powell. This person can be a family member, close friend, chaplain, peer-support team member or a therapist. Most of all, put away any fear or self-consciousness for reaching out—specifically thoughts that one will be viewed as weak or lose their job. This is not the case, Powell added.
When seeking a therapist, make sure to choose one who is culturally competent, such as one who has experience working with public safety or military personnel. These professionals, Powell said, will be better prepared to handle the trauma and mindset of a first responder.
Dispatchers can also take care of themselves by practicing self-care. This can include eating healthy, exercising for mind and body, getting enough sleep and diving into hobbies. Moreover, when a shift is over, let it be over, Powell said. Many dispatchers will take on multiple public safety jobs or volunteer with fire or emergency services. Even still, others, specifically those new on the job, will take radios home and listen in as their colleagues work. However, this can also take an emotional toll.
“You can’t be emergency services 24/7, as exciting as that might be,” she said.
Agency Support
Nave noted the difference directors could make by supporting their employees.
Paul Nave, Owensboro-Daviess County Dispatch director (Photo provided)
“At my center, my biggest investment is my staff,” he said. “I truly care about each and every one of them. Remember your staff.”
The 911 director noted one way that centers could support mental health was by implementing a task rotation when staffing allows. This way, employees aren’t having the same stressors each day. Other options included having an outdoor space to decompress, encouraging dispatchers to take their breaks, getting to know staff and talking to them so that it’s easier to notice when someone might be reaching a tipping point, and offering employee assistance when needed to mitigate burnout, stress or post-traumatic stress (PTS).
Jenkins added that physical health can be supported by desks with risers to allow for standing and wireless headsets to allow movement. More importantly, she expressed the need for directors to make their staff feel valued, whether during National Telecommunicators Week, acknowledging birthdays or showing appreciation for good work or lifesaving calls. Most of all, she said directors should make sure employees feel like they can seek help without judgment.
Regaining Purpose
Despite coping with PTS as any other first responder would following a critical incident, many dispatchers lack validation from those around them, which can have a trickle-down effect in their own life. Powell noted that during a class she taught at DOCJT, she asked her telecommunications students how many times they had been called “just a dispatcher.” Sadly, many raised their hands, she said.
To combat this false narrative, Powell suggested attending training, spending time with others in the profession or joining a telecommunications organization, like the Association of Public-Safety Communications Officials (APCO).
Each day, Nave said he begins his shift with roll call and a positive affirmation to show his employees how important they are.
“The last thing they hear me say is, ‘Today is a good day to save a life and make a difference,” he said. “I tell them every day, in someone’s life, they make a difference.”
Help is just
a click away
For more information about DOCJT’s Kentucky Post Critical Incident Seminars, including dates and registration, go to kypcis.com. The Post-Critical Incident Seminar is a three-day seminar led by mental-health professionals and driven by a team of law enforcement and dispatch peers who have experienced their own critical incident and received training in Critical Incident Stress Management. The mental-health professionals offer blocks of instruction about grief, relationships, medications and stress management. Additional one-on-one therapy is available for those with an identified need. Peer law enforcement and dispatch team members instill trust, aid in breaking down stigma and lead to officers and dispatchers who typically would not seek help getting the assistance they need and deserve.
