The increasing array of communication devices and platforms is a challenge to emergency response services. Realizing that the current regulatory status is more a hindrance than a help, the FCC recently issued a report calling on Congress to act in the interest of 911 service providers.
In many states, public safety answering points (PSAPs), because of long-standing state and local regulations, are forced to purchase 911 services from local telephone providers. These regulations made sense when 911 was created and all calls were based in landline telephones. As they stand now, these legacy regulations effectively hinder the transfer of emergency service calls to next-generation technologies better able to service the communication formats that have evolved beyond traditional land and wireless calls.
In an attempt to facilitate upgrades to next-generation 911 architecture using IP technology enabling emergency communication via multimedia, the FCC has requested that Congress remove outdated regulatory restrictions. In addition, the FCC has requested that incentives be put in place for states that implement regulations favoring next-generation deployments.
As part of a comprehensive plan to support 911, the FCC’s report has requested that Congress support the creation of location technologies that support all next-generation 911 applications, no matter the network or device used by callers. The report also calls on legislators to establish national databases supporting next-generation 911 security and routing.
Currently the federal government plays a small role in 911 systems, and 911 receives little federal money allocated to public safety, a fact which leaves the federal government little leverage in pushing for next-generation upgrades. Trey Forgety, director of government affairs for the National Emergency Number Association (NENA) is hopeful about changes. “One of the things that NENA has proposed — and I think one of the early recommendations in the report sort of supports this notion — is that 911 should be put on an equal footing with all other public safety purposes for federal grant funding. In other words, 911 should be right up there with police, fire, EMS, homeland security and emergency management. And that’s a fix that can happen without any new dollars being appropriated.”
The FCC’s report also addresses critical issues of local 911 funding formulas. In many jurisdictions, 911 fees are only tied to traditional landline and wireless connections, ignoring completely the broadband connections used more and more by consumers. The report calls on Congress to broaden the base of contributors to better align with the benefits derived from 911 service.
Says Forgety, “We want to make it as cheap and easy as possible for originating service providers to offer 911 service to their customers. So, if I’m AOL, Vonage or whoever I am in the originating-service world, we want to make it as cheap and easy for them to get to 911 as possible. The notion is that, if you make it free — or very cheap — and easy, people will do it, and we’ll expand the set of originating services that can access 911, and that’s very important for consumers.”
It can be a matter of life and death: Private persons using radio-jamming devices to interfere with emergency responder communication. And it’s on the rise.
Fire and rescue face extraordinary challenges in their efforts to save the lives and property of Americans everyday. When responding to a call for help, radio communication between responders and dispatch is a crucial element when even a few short minutes can save a life. But in a growing trend these radio transmissions are being jammed in a deliberate effort to frustrate first response to emergency situations.
It’s all too easy to do. Someone monitoring the frequencies used by emergency responders waits until a fire fighter or emergency medical technician identifies his radio identification code. Then the jammer keys a mike, preventing the emergency technician’s use. Sometimes the jammer repeatedly keys and rekeys to see if that particular emergency responder is still trying to communicate. Sometimes there’s silence or sometimes the jammer whistles into his mike. The jamming ceases when the emergency responder has been forced to quit attempting to communicate.
The issues with jamming is clear: First responders are unable to get the information they need, get it is scattered pieces, or receive the information too late. Emergency situations can prove fatal in seconds, so every moment counts. Jamming frequencies and disturbing communication between emergency professionals can result in fire and rescue or police from arriving too late to a scene and keep victims in harm’s way longer than necessary.
Radios are available that can be programmed to tune into specific frequencies, and the frequencies used by public safety agencies are often enough published on line. The radios jammers used are far more powerful than the ones in fire trucks and ambulances. A jammer keying his mike overrides them.
A quick Google search pulls up information on jammers for sale that block cell phones and XM radio frequencies. A quick search on marketplace giant Amazon yields few results. Because they are illegal, individuals wishing to jam emergency frequencies will need to rely on other means of securing a jammer, such as Craigslist, the black market, word of mouth, or building one.
For many it’s just a prank, but interfering with public safety communication is against federal law. In fact it is illegal to buy, sell, or operate a jamming device – an offense that carries with it fines of up to $112,000 per act and time in federal prison.
Many are not deterred by the consequences, however. The FCC is investigating a growing list of instances of jamming reported by exasperated firefighters and medical technicians. In 2012 the FCC instructed dispatchers in departments disrupted by jammer activity to read a statement over the air warning that interfering with the transmissions is illegal whenever it occurred.
So far emergency personnel have gotten around the jammer by relying on their personal cell phones for communication, but it wastes minutes that could make the all the difference in the world for someone in need of help.
U.S. Rep. Peter King (R) is considering proposing a bill that would increase the penalties for such acts. His proposed legislation would specifically make interference with public safety radio a federal felony, punishable by up to 10 years in prison and a $10,000 fine. Congressman King was moved to draft his bill by an incident in 2013 during which someone transmitted on the T-band radio channel for the Melville, New York Fire Department. The transmissions included words and chanting, officials said. After 10 months, police made an arrest with the help of the Federal Communications Commission.
The jammers rely on their anonymity to get away with their crime, but the FCC is working to help take this away. Newer technology can help federal authorities locate and track down jammers. Mobile monitoring devices and satellites can be used relatively quickly to pin down jamming activity.
The men and women of law enforcement dedicate every day to making our world a safer place. Because we know that real dedication to public safety entails risking the highest sacrifice, KOVA is deeply honored to sponsor the Police Unity Tour.
The Tour began in early May 1997 when Officer Patrick P. Montuore of Florham Park Police Department organized a memorial cycling event. This event was meant to raise public awareness of those in law enforcement who had lost their lives in the line of duty and as a way to honor their sacrifice and the sacrifice of their families. The first year saw 18 cyclists participate in a four-day, 300-mile long event ride from Florham Park, NJ, to the National Law Enforcement Memorial in Washington, D.C. That first year raised $18,000 for charity.
Last May nearly 1,700 cyclists from nine chapters from as far away as California and Florida turned out for the Tour, raising over 1.72 million dollars, bringing total donations to 14 million. In recognition of the Tour's achievement and its motto, ‘We Ride For Those Who Died,’ the National Law Enforcement Officers Memorial Fund has selected the Police Unity Tour to be the sponsor of the National Law Enforcement Museum’s Hall of Remembrance.
Sponsoring an event like the Police Unity Tour allows us at KOVA to show our sincere respect for the men and women of the thin blue line who face danger every day to make our country safe and stable. Going above and beyond the call of duty, Tour organizers are a model of civic responsibility and their work helps make our communities safer, better places to live. The funds raised by the Tour help:
KOVA would like to congratulate the Mullica and Hammonton Police Departments who have teamed up for the 2014 Four-Day Police Unity Tour. The riders representing New Jersey’s finest are:
For all the frustrations, for all the tense moments, for all the near misses, for all the direct hits, and for all the sorrow For the long hours endured without complaint, for the unfounded complaints you receive, and for the thanks you don’t… For being there when you’re needed, for the sterling discharge of duty, and for the pride and integrity that you stand for we at KOVA thank you.
I am a 911 dispatcher.
I am the one who responds when you call out for help.
I am the one who walks with you, hand-in-hand and step-by-step, during the most frightening events in your life.
But you’ll probably never meet me.
I deliver babies. I administer CPR. I shield people from violence. I put out fires. I catch criminals.
I save lives.
And I do it all without ever leaving my station. I am there. For you.
I became a 911 dispatcher to help. Every caller is a member of my community - a mother, a husband, a daughter, a brother, a friend - reaching out to me for help. To me.
So I help them.
I help them because I care. Sure, the days are long, and the calls are stressful. I wouldn’t be human if the constant stream of tragedies didn’t affect me. And they do affect me.
But I still care.
I care so much that I have nightmares about the screams. I care so much that I will never forget the fear, the panic, the pain in people’s voices. I care so much that when I get home, I can’t help but cry over the suffering in the world, and my helplessness to stop it.
Except that I’m not helpless.
I am a 911 dispatcher.
I am strong.
I am the refuge people fly to when they are in danger. I am the fortress holding back the darkness. I am the guardian angel who guides people through catastrophe unseen.
I am a 911 dispatcher.
And I am proud.
I know what it is to hear the last seconds of someone’s life, and be utterly devastated…but still have to pull myself together to help the next caller perform CPR on his unconscious wife.
I know what it is to be exhausted to my core from a long night shift, but somehow, after helping someone deliver a baby and hearing those tiny lungs let out their first cries, feeling completely energized again.
I also know what it is to be ignored by the public, and even to be shouted at, cursed at, and hung up on by callers. I know what it is to watch the evening news anchor passing judgment on the one time that one dispatcher got it wrong…and never mentioning the hundreds, the thousands of times we all got it right. I know what it is to be underpaid, overworked, understaffed, overstressed.
I’ve seen coworkers leave because it was all too much. The stress, the pain, the lack of understanding. I’ve seen the physical symptoms that start manifesting themselves – insomnia, stomach issues, headaches – right alongside the emotional symptoms – irritability, panic attacks, emotional outbursts.
I’ve seen people affected by PTSD from traumatic calls.
I don’t ask to be appreciated in any great way. I just want to do my job, like anyone else. But a little understanding would mean so much.
I am proud. But I am only human.
I want to help.
I want to help you.
I am a 911 dispatcher.
During certain phases of sleep, our eyes move back and forth rapidly as we process the day’s events in our dreams. Called REM, or Rapid Eye Movement, this phenomenon is connected to the way in which our brains deal with whatever we’ve encountered whether good, bad, or indifferent.
In 1987, a psychologist named Dr. Francine Shapiro discovered that those same eye movements, when done while awake, can actually lessen the intensity of negative thoughts and feelings. And from this new insight, a new way of treating people afflicted with post-traumatic stress disorder was born.
The therapy developed is called EMDR, or Eye Movement Desensitization and Reprocessing. In a series of meetings with a therapist, patients are guided through an 8-step process until the event that caused their PTSD no longer has a grip on them.
For 911 dispatchers who are dealing with PTSD due to a particularly traumatic call, EMDR therapy can serve as an effective way to work through the negative emotions and thoughts so that they no longer affect them so strongly.
EMDR is a flexible therapy, allowing 911 dispatchers to say as much or as little about their traumatic experience as they feel comfortable sharing. The main focus is not on “talking it out” but rather on making a conscious effort to reshape thoughts and emotions while performing a series of eye movements.
Therapists guide PSAP dispatchers through the following eight steps:
In the first sessions with the therapist, the dispatcher discusses as much or as little as she feels comfortable relating. It could be a detailed account of what happened or something as simple and general as, “I had to take a really traumatic call.” Then the therapist and the dispatcher will discuss the detrimental effects that trauma has had and what their goals for treatment will be.
During this phase, the therapist explains to the PSAP dispatcher what to expect, and teaches her some techniques for calming herself in moments of stress. These techniques will vary, as the therapist wants to ensure that the dispatcher has several options when feeling emotional distress. Techniques include using imagery or stress reduction tactics. The goal is to help reduce the feeling of distress when it arises. It also helps create a sense of trust between the dispatcher and therapist. This step may take several sessions.
Next, the dispatcher is told to choose an image that represents the traumatic event and to identify the negative thought that accompanies it in her mind, such as “I am helpless” or “I am in danger.” She should also identify the physical effects caused by remembering the event. Then, the therapist helps her to choose a positive thought to replace the negative one with, such as “I am in control” or “I am safe.”
Now the therapist leads the dispatcher through a series of eye movements while prompting her to think of the traumatic event, allowing new and different associations to form with it, as she is told to change focus at various intervals. This step also focuses on resolving similar events that can cause emotional distress or are closely related to the target situation. By helping to resolve distress over similar situations, the dispatcher can surpass their original goal (handling their PSTD and associated traumatic event) and be able to better handle a similar situation in the future.
During this phase, the PSAP dispatcher concentrates on replacing the negative thought with the chosen positive one. The goal is to internally replace the negative thought for a positive one and believe it is true. It can also identify steps needed to take in order to truly believe in the positive thought. If the thought is about being unsafe and the positive thought is that one is safe, an individual may have to take self-defense courses to truly believe the positive thought.
At this stage, the dispatcher thinks of the traumatic event and then notices what her physical reactions are, such as a stomachache or shaky hands. The goal is that at the end of treatment, the dispatcher will be able to remember the incident with no physical reaction at all. The entire treatment session cannot be considered concluded if there are still physical reactions when recalling a traumatic event.
At the end of every session, the therapist ensures that the PSAP dispatcher is feeling calm again, by performing a relaxation exercise. The dispatcher should leave the session feeling better than they did at the start of it. They also must feel as in control outside of the therapist’s office as they did when they were in the office. The dispatcher needs to feel that they can handle the situation regardless of where they are.
Finally, the therapist reevaluates the dispatcher to ensure that the changes are truly long-term. At the start of each session the therapist will check to see that positive changes made during the previous session have been maintained. At this point additional targets will be identified and new treatment will be discussed.
EMDR therapy has been proven to help people deal with many different kinds of trauma. If any 911 dispatchers at your public safety answering point are in need of this sort of treatment, you can find more information here.
In the fast-paced, high-stress environment that is a public safety answering point, the leadership qualities of a supervisor are vital to the smooth functioning of the dispatcher team. The rest of the PSAP staff takes its cue from management, so it’s crucial that supervisors develop and fully utilize certain leadership skills in order for their PSAP to achieve high levels of performance.
There are 6 especially important leadership skills that every public safety answering point supervisor should incorporate into their management style.
When supervisors are bogged down with paperwork and other requirements of the job, it can be difficult to take the time to simply observe how things are going in the PSAP. But such observation is vital to the prevention of problems. If a supervisor notices a trend among dispatchers – anything from arguments to sloppy work – while it’s still minor, it can be nipped in the bud before it becomes a major issue.
When things go wrong, it is tempting to play the blame game, whether we’re blaming people or circumstances. But that’s not productive, and it does nothing to solve the problem. It's important to figure out how the issue came up so that it can be avoided if it were to occur again. But trying to ascertain the cause of something and then only dealing with that part of the problem would be counterproductive. Make sure you don't single anyone out, and just deal with the behavior at hand. Talk to the whole team about it and maybe figure out a solution together so that if another problems occurs in the future, your team will deal with it together, instead of singling people out.
Sometimes it can be hard to know what to do when a problem crops up, especially if it does seem to be because of circumstances that simply can’t be changed. But it’s important to do something, even if you’re not positive it will help. Learn about the problem and try to make a diplomatic decision, where all sides are understood and dealt with equally. The mere fact that you are trying something, rather than doing nothing, will boost morale – and eventually, you might just find a way to fix the problem after all.
With all the emphasis placed on NG911 technology these days, as well as the normal technological training and upgrades required, it can be easy to devote more time, energy, and funds to technology than to the people who will be using it. But the people are the heart of any PSAP, and need just as much, if not more, attention and funds devoted to their human professional development. Make sure your employees know how important and appreciated they are. You could always reward them with small breaks or free breakfast on Fridays. Even the smallest gestures will instill a great amount of motivation.
There’s nothing more inspiring to an employee than to see their supervisor walking the talk, doing exactly as they expect their employees to do. And there’s nothing more discouraging than seeing supervisors act as if they are above the law. If this means having to sit in their spot, doing what they do, then definitely do it. Lead by example, and dispatchers will be glad to follow. Be punctual to work, meetings and when meeting deadlines. Be courteous to all other workers and
Don’t try general motivation schemes without first ascertaining what exactly it is that motivates each of your dispatchers. In order to truly get them on board with your ideas, you’ll need to find a form of positive motivation that will be effective. Ask them what would work, and experiment till you find the right tools. Most of the time incentives work as great motivators. You can use them in a small competition to drive their work. You could also do team bonding competitions and encourage your team members to work together. Another idea could be to have an in-house retreat that has workshops geared towards team bonding, work improvement, and self motivation.
These 6 leadership qualities will give any public safety answering point supervisor the skills they need to effectively help their dispatchers improve performance - as well as morale. It is important that the team leader is humble, cooperative, and diplomatic so that the team members feel comfortable working with them or speaking to them about their own work issues. It is beneficial for the company if each team can get along well together as a whole, which is why it is important that each team leader work hard to keep their team together.
While every different job comes with its own set of required skills and talents, the work of a 911 dispatcher is unique. So when a PSAP supervisor interviews job applicants, it’s especially challenging.
Public safety answering point professionals must be trustworthy, reliable, thoughtful, alert team players who can learn from their mistakes and remain calm in extremely stressful situations. Those traits are difficult to ascertain from just one interview.
So we’ve compiled a list of some interview questions PSAP supervisors can use to get a feel for how well any given applicant would do as a 911 dispatcher, along with guidelines as to which answers reflect the best fit.
1. Why do you want to be a PSAP dispatcher? Listen carefully here for honesty, as well as a real understanding of what it means to be a dispatcher. If the applicant says it’s for the money, they probably aren’t your best candidate! But if they know it’s a difficult job, and look forward to the challenges in order to be able to help people, you’re on the right track.
2. Have you done anything to prepare yourself for this job? Being a 911 agent means constantly learning, both through formal training and through on-the-job experience. If a candidate has taken the initiative to take some courses on their own, or has even done a sit-along with an agency, you’ll know they are willing to devote themselves to that continued learning.
3. Describe a time when you became very upset, but had to recover quickly. It will be very helpful to know how applicants handle themselves in stressful situations, and how quickly they can work through personal emotions in order to take care of business. Find out exactly how candidates calmed themselves – someone who is aware of the means they used to recover is more likely to be able to use that skill again when necessary.
4. How would you try to control a conversation with an upset caller? You don’t want to hire someone who will try to bully their way through emergency calls; instead, look for people who say they would talk more slowly and deliberately, or break their instructions down for the caller into even tinier steps than usual to get them started.
5. What do your friends and family think about you applying for this job? Not only will the answer to this question give you insight into the way a person’s family views their talents and abilities, but it will also let you know what kind of support system each candidate would have in place if they were to be hired. If someone’s entire family is against the idea, they may not end up sticking with it long-term.
6. You’re working alone when you get a call reporting a heart attack at the same time as a call for help from an officer. What do you do, in what order, and why? There’s not necessarily a correct or incorrect answer here, but the candidate should be able to quickly come up with a plan, and then explain thoughtful reasons for each step taken. This will demonstrate their ability to think quickly and clearly under pressure.
Asking questions like these will enable you to see which qualities the candidates each bring to the table, and which would be most likely to succeed long-term at this career.
Just as in any workplace, public safety answering points come with their own unique set of problems and sources of employee friction. But in the high-stress environment of a PSAP, these issues are often magnified, causing high rates of turnover.
In order to make your PSAP run as smoothly as possible, and avoid common workforce problems, it’s a good idea to put preventative measures in place before these issues need addressing. But even if you’re already experiencing friction in your 911 dispatch center, taking the bull by the horns and committing to tackling the problem head-on will go a long way towards restoring calm.
To help, we’ve come up with some suggestions for solving common PSAP workforce problems.
When dispatchers are on the phones, they know exactly who does what, and in what order. But when it comes to other office responsibilities away from the phones, sometimes it’s not as clear-cut. Gather your employees and lead a discussion where everyone shares their understanding of the role they play in the PSAP. Everyone is responsible for contributing to a positive work environment, no matter what their job description.
Internal communications within a PSAP can be the source of much unintentional and avoidable friction. Hold a training session for your staff about being careful in their communications, and considering how the receiver of their message might interpret their words. Those sending messages should be as clear as possible, and those receiving them should ask for clarification rather than jumping to conclusions. Avoid expressing your frustrations in messages because we need to remember that everyone is doing their part the best they can. No need to bring someone else down, or stress them out, because you are frustrated.
If change is forced upon people with little or no explanation, it’s natural for them to resist. However, if you involve your PSAP workforce in the decision-making process, allowing them to give input, and then fully explain the need for any changes, they will be much more likely to cooperate. The result reaction will be a lot more cooperative if you ease your workforce into all the changes. You could even hold workshops or training sessions and work with them through the changes so that there isn't any confusion and they know what is expected.
It’s important for an environment of mutual trust and respect that all employees be held to the same standards, and be held accountable for failing to live up to them. In cases of chronic tardiness, sick leave abuse, skipping meetings, and other negative behaviors, supervisors need to make sure that consequences are enforced, so that those who do follow the rules don’t feel taken advantage of. As supervisors, it is important that you lead by example and keep up with your own standards. This way, your employees will feel completely equal and will help motivate them to keep up with your standards as well.
If PSAP employees experience a conflict, and there is no official process in place to help them resolve it, it may fester and grow until it affects the work environment significantly, leading to high turnover. Institute a conflict mediation process in which those affected are encouraged to talk out their differences in the presence of a group of trained peers, in order to work through the problem before it is magnified. When a conflict arises, try to deal with it immediately and figure out how the conflicts begin so they can be avoided next time.
It’s a common complaint that people know something is a problem, and yet never do anything to address it. Sometimes that’s because of an assumption that this is just the way things are in a PSAP. But by acknowledging that something is a real problem for your employees, such as stress or negativity, and then actively looking for a way to mitigate that problem, you will gain the appreciation and gratitude of your employees. Make sure that you are considerate and accommodating with your teams so that if they do have problems, your team members feel comfortable coming to you with them.
Avoiding these 6 problems in your PSAP takes work and dedication, both on your part and that of your employees. Setting a few guidelines in from the very beginning may help you avoid many of the conflicts. But in the end, the payoff will be well worth it, when your public safety answering point is running smoothly with no employee friction.
Policemen and other public safety officials put their lives on the line every day as they work to protect the public. Their bravery and heroism in the face of danger is what makes it possible for citizens to go about their daily lives with a reasonable assurance of safety.
We often hear daily and seasonal public safety tips from the police and fire departments, warning us about possible dangers and advising us as to how we should handle them in the safest manner possible. But how often do citizens think about the safety of the police?
In the normal course of duty, members of the police force are exposed to violent offenders and armed suspects, so pulling someone over for a speeding violation might not seem very dangerous in comparison. But there are several factors that make traffic stops potentially dangerous for the police. Not knowing who is behind the wheel of the stopped car is the first. It may simply be a careless driver, but it’s also very possible that it could be an armed – and frightened – criminal.
The second factor making traffic stops dangerous for the police is the fact that they occur in traffic. Walking on a highway or busy street, even if it’s on the shoulder, is a risky practice. A slight swerve from a passing driver can be fatal. And if the driver of the stopped car decides to make a run for it once the policeman is approaching on foot, he might just hit the policeman, whether on purpose or by accident.
In order to protect policemen from dangers such as these, we’ve assembled a few safety tips they can keep in mind at traffic stops.
It’s customary for police to approach a stopped car on the driver’s side – and everyone knows it. So if a driver is preparing to try something, he’ll be expecting the police to appear at his window. Approaching on the other side gives the policeman the element of surprise – while at the same time affording him protection from the traffic speeding by.
Sitting in the driver’s seat for an extended period of time to run license checks or write a ticket gives the driver of the stopped car an advantage – he knows the policeman will be distracted and occupied for a while, and he knows exactly where he’ll be, in case he wants to try anything. Instead, policemen can try standing behind the stopped car to write the ticket, or even sitting in their passenger seat. If their computer configuration forces them to sit in the driver’s seat, keeping a watchful eye on the driver of the stopped car is essential.
By stopping with the wheels turned to the left, policemen can shield themselves from being hit by their own car. If a passing motorist rear-ends the police car, having the wheels turned in this manner should help it avoid hitting the policeman and the stopped car, as it veers to the left instead of straight ahead.
If you are required to search a car, make sure you do so always with another officer on scene. You’ll need someone to keep you safe as you search and, if necessary, keep the vehicle occupant in proper custody. Utilize the strictest precautionary measures when conducting a search: Shine a light in dark areas for potentially hazardous materials, relocate the vehicle to a safer area for inspection, and keep an eye on the vehicle occupants in case they try to go back into the car for a weapon.
This tip is especially necessary when pulling a vehicle over. Will you be in a lighted parking lot? Is there a lot of activity around? What natural shields are available (trees, concrete barriers) in case the situation goes sideways? Knowing where you are and choosing an ideal location to pull a car over will ensure your safety and that of others, especially if dealing with a not-so-willing individual.
Asking someone to put their hands up to see if they have a weapon is crucial. But it serves a second purpose, too. Someone can easily attack you with his or her hands when you aren’t looking. Even if you don’t require them to keep them at eye level, make sure you keep them in your sight. Be prepared to defend yourself if they fight back by having a hand close to your taser or gun.
When dispatching police officers to a scene, make sure you have all information possible to give to them. This includes information regarding the location, number of individuals involved, reported weapons, and a summary of the situation. Do not send them in blind! If possible, speak with your local law enforcement to find out what your dispatch center can do to make the officers’ job easier—and safer—before going into the field. Just as the police look out for our safety, we’d like to help look out for theirs. Our hope is that these tips will help just a little to increase the safety of these heroes who devote their lives to protecting us.
It’s a well-documented fact that dispatchers at 911 call centers can experience much the same negative mental health effects of helping others during emergencies as first responders like EMTs and police officers do. They are just as susceptible to post-traumatic stress disorder if their need for psychological support is not met.
Fortunately there are steps that public safety answering point dispatchers can take to boost their overall emotional health and relieve some of the stress inherent in their jobs. Making therapeutic lifestyle changes means time spent helping victims of emergencies is balanced with time spent in positive, calming activities, thereby helping to reduce instances of PTSD and other ill effects.
One of the most beneficial lifestyle changes a PSAP agent can make is to increase the amount of regular exercise he or she gets. Not only does exercise relieve physical tension but it also boosts “feel-good” chemicals in the brain. Just as importantly, exercise and its physical results increase self-esteem, and can give people a sense of personal control. Having a sense of control is important in the face of all that a 911 dispatcher can’t control in their jobs. Even one 30-minute walk per day can make a difference in overall happiness.
There’s just something about getting outside into nature, and soaking up the sunshine and fresh air that can boost anyone’s spirits. Research has shown that time spent outdoors in nature truly does have a calming effect on people, increasing their overall sense of well-being and even improving cognitive functions. For PSAP agents, riding a bike, going fishing, or even gardening in the backyard can all provide much-needed time letting nature work its magic. And when a dispatcher spends the entirety of their working day indoors, a little visit with Mother Nature couldn’t hurt.
Sometimes 911 dispatchers can begin to feel that nothing they do makes a real difference; the emergencies keep coming, no matter how many people are helped. Spending some time regularly volunteering in their community is a great way for them to feel that they are making a difference because giving them back some sense of control. They can also see changes being made the more they volunteer and with each project they can complete. As a dispatcher they don’t always know how the calls end, which can cause feelings of distress or uneasiness. As an added bonus, they’ll reap the benefits of the “helper’s high” experienced when doing good for others.
It’s important that public safety answering point agents don’t think they have to deal with the psychological effects of traumatic calls on their own. Feeling that they can share their experiences and emotions with others is a vital part of strong, resilient emotional health. 911 dispatchers should be encouraged to talk with other dispatchers, family members, and friends about the stresses of their job, and work to strengthen these social relationships whenever possible. The stronger a person’s support network is, the better they will be able to handle trauma.
There are a handful of benefits to meditation, or an induced mode of consciousness. These benefits include stress reduction, an increase in self-awareness, increased happiness, and improved concentration. Meditation can easily be done at home without any formal training; a quick search online pulls up helpful articles and videos that can teach one how to meditate. Taking time to meditate can improve an individual’s wellbeing overall. When the time comes to help someone in need, a dispatcher will have the prepared mindset to handle the situation.
Finally, nothing can help relieve stress quite like doing something you enjoy, just for the fun of it. Whether it’s a night out on the town, doing a fun activity with the kids, or taking an interesting new class, 911 call center agents should be encouraged to go out, let loose, and have fun doing the things they love. Looking forward to fun can act as a shield against too much negativity – and the positive feelings that will result will help them through the rough patches in their workdays.
No matter what activities a dispatcher enjoys, taking time for such activities should be encouraged by the call center. Not only will it improve overall health and happiness but work performance too!
