Handling The Heavy Load

It’s well known that police calls generally account for the highest call volume in any agency that dispatches for dual or triple disciplines. But that means a lot more to the people answering those calls than the statistics we see on paper.

Police calls not only require a higher workload for EPDs to manage, but they tend to be more cognitively loaded considering potentially violent environments. While fire and medical calls undoubtedly pose significant challenges, police incidents rely on multiple moving pieces, particularly in the case of human nature.

Beyond the immediate safety considerations for victims, callers/bystanders, and responders, the mental demands are elevated because the work itself moves at a steadier and more continuous pace with far fewer built-in decision supports.

Unlike fire or medical calls, where “run cards” or CAD-driven recommendations automatically identify apparatus from which stations should respond, police dispatch doesn’t have that same level of structured guidance. Instead of a predefined matrix, EPDs are constantly making judgment calls about how many units are needed—one, two, three, or more—and when to involve a sergeant or supervisor.

That means the EPD is simultaneously assessing risk, anticipating escalation, considering officer safety, and determining resource allocation in real time, all while managing a caller who may be frightened, unclear, or in danger.

This combination of safety-critical decision-making, limited automated guidance, and situational awareness across multiple moving parts is what makes police call processing uniquely and consistently cognitively demanding.

Often, that investment and complex demand is overlooked. Though we may begin to solve our staffing difficulties by putting enough people in the chairs, we need to ask ourselves whether we’re taking care of those who take care of everyone else day after day.

Facing intensity

When exposed to hundreds of calls a day, the beginning of each feels heavy with potential. Is it another shooting? Could it be discovery of a robbery? A carjacking? A sexual assault? Is it a vulnerable caller on the line sweating over the possibility that someone spiked their drink?

Unfortunately, these incidents can build inside the subconscious, sometimes triggering relatable feelings to the EPD’s own life experiences. If we were to look inside our minds, we might see a very real scene where emotions must be set aside to help yet another caller in need.

During an in-progress event, like a breaking-and-entering call, that cognitive load increases dramatically. EPDs stay on the line to support the caller and determine where the caller is located in the home, whether anyone else should be in the residence, and where those people currently are.

We also have to piece together the believed location of the suspect, often relying on only sound cues like footsteps or movement in another room. While focused on the caller’s safety, the EPD must confirm whether the caller can lock a door, barricade it, or quietly move to a more secure location.

Once officers arrive, the complexity doesn’t decrease. It shifts. While units check the exterior of the property, EPDs reassure callers so they understand when they hear or see flashlights or movements outside.

If officers find signs of forced entry, they may request a K-9, adding another layer of safety considerations such as keeping the caller safe and considering any pets that could complicate the search. EPDs must also coordinate with the caller to only answer the door or come out when it is deemed unquestionably safe (not a suspect impersonating police).

Fortunately, EPDs prove shift after shift that they’re up to these tasks. These strong leaders have gained the confidence to move forward with great decision-making skills, as there is truly no time for debate.

Managing stress

If the EPD can manage to compartmentalize their professional investment in an emergency, they fare much better. It’s inevitable that we all take the job home with us from time to time, but we can also develop very good coping techniques. Hopefully those techniques resolve emotions instead of burying or building them.

In my own life, I can say with confidence that I handle personal difficulties well in the moment because I’m very good at focusing on the incident and not allowing my emotions to take over. Knowing how I process the aftermath of an event, it will hit me harder much later.

To combat some of the heaviness, it is essential to have hobbies outside of public safety. I personally like to crochet, cook, bake, walk outside, and read. But there are so many other potential avenues that can help ground us and increase our resilience. Try running, boxing, yoga, meditation, camping, or music—there is just so much out there!

Finding support

In the police field in particular, we have to be careful about the culture of independence we take pride in. I can see it in the strong personalities of those around me: We don’t need anybody’s help. But that’s not healthy, nor is it what human nature is supposed to be about. Isolation isn’t strength; it’s denial.

When you’re an active part of a comm. center, your shift becomes your family. So peer support shouldn’t be a last resort or side focus. It’s important to have people who have seen the world in the same way you have. When you work with someone that many hours, you can form an intimate relationship. Though exposure to trauma may not be ideal, those bonds are real. It happens.

Humor is another coping mechanism through the thick and thin of each discipline of dispatch. We all lean on laughter from time to time as a way to let go before the potential desperation of a situation settles in.

Every center struggles with this aspect of human reaction, and that’s where administrators, managers, supervisors, and even peers have a responsibility to recognize how their co-workers and friends are handling the natural stresses we all encounter. If you focus on the strength of those bonds, you can also build upon them with team activities and a focus on communication.

Overall, the best way to combat the build-up of incident exposure is to focus on overall mental well-being. In this area, a lot of centers are headed in the right direction with counselors or mental health professionals on-site. This probably isn’t an end-all solution, but it’s a great starting point to provide EPDs with an accessible avenue for support.

Achieving balance

Another aspect of police dispatching is juggling multiple events at one time. Though EMDs and EFDs handle heavy and impactful calls, they often happen in spurts with gaps for recovery. At times, a large-scale event will require the whole crew with round-the-clock demand. But for EPDs, the call flow is constant.

Sometimes one EPD is assigned to 20 or more police officers—each doing traffic stops and requesting to run warrants amid the background of the calls that keep coming. Multitasking takes on a whole new level without periodic breaks.

In fact, without a reminder, EPDs often forego their personal breaks unless a supervisor is mindful and supports them by unplugging them for a moment. Even with more EPDs staffed to handle the call volume, the tireless shift feels daunting.

One way to manage this imbalance—before it turns into burnout—is to cross-train Emergency Dispatchers, rotating disciplines and alternating the lines they manage. Emergency Dispatchers develop incredible capabilities and enhanced understanding as they encounter varying call types. Professionals who are cross-trained in multiple disciplines demonstrate a more natural commitment to teamwork and communication.

Conclusion

Supporting EPDs means recognizing the burdens on their backs and easing the complexity in their minds. We need to do more than applaud their efforts—we must offer support, give them a voice in solutions, and alternate their responsibilities if we want them to continue to prioritize the safety of others call after call, day after day. Though they may not ask for relief or recognition, invest in the first, first responder fielding the calls for help that do not quit (before they do).

In the nature of our business, we take care of others. It’s what we do. However, don’t forget to take care of yourself! Taking care of yourself will make you even better at what you do.

Contributors to the Journal of Emergency Dispatch represent a diverse group of people, including Emergency Dispatch professionals, public safety professionals, and those with an interest in research. The Journal chooses to include articles from guest authors to provide our readers with an opportunity to hear from those in the field, read first-hand thoughts and experiences, and include information beneficial to those working in the Emergency Dispatch profession.

(Note: Content submitted by contributors reflects the views of the author and does not necessarily reflect the opinions of the International Academies of Emergency Dispatch^®, the Journal of Emergency Dispatch, or its staff.)