Shining Light On Secondary Traumatic Stress In 911

Emergency dispatchers are often the unsung heroes of public safety. As the first point of contact in an emergency, you carry the emotional weight of other people’s worst moments without physically being on scene. Despite your essential role, emergency dispatchers have historically been left out of conversations around trauma, mental health, and first responder wellness.

As the profession evolves, so must your understanding of the toll it takes. One such toll is Secondary Traumatic Stress (STS), an emotional distress that can arise from indirect exposure to trauma.¹ Though emergency dispatchers may never see the scenes described over the phone, you absorb every scream, every plea for help, and every moment of fear.

This article further defines STS and examines why emergency dispatchers are especially vulnerable, what symptoms look like, how STS differs from other stress-related conditions, and most importantly, what agencies and individuals can do to prevent and manage its effects.

What is Secondary Traumatic Stress?
Secondary Traumatic Stress is sometimes called "compassion fatigue," though the two aren't exactly the same. STS develops when someone is exposed to the trauma of others over time. Similar to post-traumatic stress disorder (PTSD), it presents with intrusive thoughts, sleep disruption, hypervigilance, emotional numbing, and even physical symptoms like headaches and fatigue.²

For emergency dispatchers, exposure is part of your job. You hear stories of violence, injury, death, and chaos. You guide callers through CPR on dying children, talk people down from suicide attempts, and listen helplessly when help can't arrive fast enough. While your exposure is removed from the scene, the emotional impact is still profound.³

Why emergency dispatchers are particularly at risk of STS
Unlike police, fire, or EMS staff, emergency dispatchers don't see a resolution. When the call ends, so does your involvement. That lack of closure can be haunting. Many describe feeling like their role in the event remains unfinished or out of their control.

High-impact calls are especially difficult. Repeated exposure to these emotionally intense situations, without the ability to intervene directly, can increase vulnerability to STS.⁴

Another factor is empathy. Emergency dispatchers are trained to connect with callers to calm them down and gather information quickly. That same connection opens the door to internalizing the pain and fear you hear. Paradoxically, the better you are at your jobs, the more susceptible you may become to STS.⁵

Recognizing the symptoms
STS symptoms can sneak up gradually or appear suddenly after a particularly tough call. Common emotional signs include sadness, guilt, irritability, or emotional detachment. Cognitive symptoms might include difficulty concentrating, memory issues, or a persistent focus on traumatic calls.

Physical symptoms range from insomnia and chronic fatigue to gastrointestinal problems or headaches. Behavioral changes might include social withdrawal, increased substance use, or avoiding certain call types.⁶

At work, these symptoms can impair judgment, reduce job performance, and contribute to mistakes. Over time, untreated STS contributes to burnout, absenteeism, and turnover—serious issues in an already understaffed field.

In one study, nearly 9% of emergency dispatchers reported moderate STS, and over 15% screened positive for depression.⁷ The numbers paint a clear picture: This is not rare.

How STS differs from burnout, PTSD, and vicarious trauma
Though the terms are often used interchangeably in conversations about mental health, Secondary Traumatic Stress, post-traumatic stress disorder (PTSD), burnout, and vicarious trauma each describe different experiences.

•  PTSD is a clinical diagnosis that results from direct exposure to life-threatening events and is characterized by symptoms such as flashbacks, avoidance, and heightened emotional or physical reactivity.

•  STS, while similar in presentation, emerges from indirect exposure— hearing about or witnessing someone else’s trauma, such as through emergency calls.

•  Burnout, on the other hand, is the result of chronic workplace stress and manifests as emotional exhaustion, cynicism, and a diminished sense of secondary traumatic stress personal accomplishment. It is not necessarily tied to trauma.

•  Vicarious trauma refers to the deeper, long-term changes in a person’s worldview or belief system brought on by prolonged empathetic engagement with traumatic material. It tends to evolve slowly and subtly, affecting how individuals see themselves and the world around them.

Understanding these distinctions allows agencies to tailor support more effectively. An emergency dispatcher experiencing burnout from relentless overtime will require a very different approach from one struggling with trauma-related flashbacks triggered by a distressing call.

Real-life example: Drawing the line between PTSD and STS
Understanding the difference between post-traumatic stress disorder and Secondary Traumatic Stress isn’t just a clinical exercise. It’s a reality many emergency dispatchers live with every day. I’ve lived it myself, and the contrast between the two is deeply personal.

Several years ago, I answered a 911 call from a man who wanted to end his life. He was located in a remote area of our response zone, and I stayed on the line with him for over 30 minutes. During that time, I worked to build a connection with him. We talked about his childhood, his kids, and the hobbies that once brought him peace. I could hear the pain in his voice and did everything I could to help him hold on just a little longer.

As responders neared his location, he suddenly ended his life while I was still on the line. That moment didn’t just impact me emotionally; it stayed with me physically. I couldn’t sleep. I replayed the call constantly. I carried guilt, flashbacks, and an acute awareness that something traumatic had happened to me, not just through me. That call left me with PTSD because the trauma was direct, personal, and psychologically wounding in a way that rewired my nervous system.

In contrast, another call I took involved a woman who had just found her husband deceased. She was inconsolable, sobbing as she begged him to wake up. My role in that moment was to be her calm in the storm. I stayed on the line with her, offering reassurance and talking her through her grief in those first raw moments of loss.

Even though that call didn’t leave me with flashbacks or the same visceral fear, her heartbreak lingered with me for days. I carried her voice with me. I replayed the things she said. I thought about her pain, her life, and the moment it all changed. That experience left a different mark. It wasn’t my trauma, but I absorbed it. That is Secondary Traumatic Stress.

These two calls are a clear example of how PTSD and STS have different sources and symptoms. PTSD came from a direct, emotionally scarring experience where I was an active participant in a traumatic event. STS came from bearing witness to someone else’s pain and carrying the weight of it with me. Both are real. Both can be debilitating. And both deserve attention, understanding, and support.

Agency-level solutions: prevention and support
The foundation of any effective response to STS must begin with agency culture. Creating a workplace environment where mental health is openly discussed and vulnerability is met secondary traumatic stress with support, not judgment, is essential. Emergency dispatchers need to know that seeking help is a sign of strength—not weakness—and that you’re not alone in your experiences.

To foster this culture, agencies can begin by ensuring that both staff and leadership receive proper education about STS, including how to identify symptoms in themselves and others and how to access available resources. Peer support programs offer a valuable complement to formal interventions, especially when you are led by trained team members who understand the unique pressures of the dispatch role.

After particularly difficult calls, structured debriefings provide space for reflection and emotional processing, helping emergency dispatchers begin to work through what you’ve heard.

Support from leadership is also crucial. Supervisors should not only be trained to spot early signs of STS but should also model healthy behaviors themselves— using mental health resources and making it clear that wellbeing is a priority.

Additionally, operational changes can go a long way. Allowing more flexibility in scheduling, ensuring adequate rest periods, and rotating call types to avoid stacking high-stress assignments back-to-back are all practical steps agencies can take to mitigate the risk of STS and protect their most valuable resource: their people.

Individual-level coping tools
While the responsibility for creating a supportive workplace culture rests largely with agencies, you, as an individual emergency dispatcher, can also take meaningful steps to protect your mental health. True self-care means more than the occasional indulgence; it involves setting clear boundaries between work and personal life, maintaining healthy sleep habits, exercising regularly, and finding time for hobbies that bring joy and offer a mental reset.

After difficult calls, grounding techniques such as focused breathing, mindfulness exercises, or even a simple walk can help regulate the nervous system and ease the immediate stress response.

For those experiencing more persistent symptoms, counseling and therapy can make a significant difference.

Evidence-based approaches like Cognitive Behavioral Therapy (CBT) and Eye Movement Desensitization and Reprocessing (EMDR) have been shown to reduce trauma-related symptoms and build emotional resilience.⁸ Other helpful outlets include journaling or engaging in creative activities, both of which allow emergency dispatchers to process emotions in a constructive way.

Finally, leaning on a strong support system—whether it's friends, family, or trusted peers—can help reduce feelings of isolation and remind emergency dispatchers that you are not alone in your experiences.⁹

Employee Assistance Programs (EAPs)
Employee Assistance Programs have the potential to be a valuable resource for emergency dispatchers, but their success depends heavily on trust. Many emergency dispatchers hesitate to use EAP services because you worry about confidentiality or question whether the counselor on the other end truly understands the demands of emergency communications.

For these programs to work, agencies must be proactive in building credibility and accessibility. This starts with carefully selecting counselors who have experience working with first responders and understand the unique stressors of 911. It also means clearly communicating what services are available and reinforcing that participation is confidential and carries no professional stigma. Emergency dispatchers should feel encouraged—not apprehensive—about seeking help.

Access is another important factor: EAP services should be available beyond the standard nine-to-five schedule to accommodate shift workers. Recognizing the limitations of traditional EAP models, some agencies have taken it a step further by forming partnerships with trauma-informed clinicians or responder-focused nonprofit organizations. These tailored resources help bridge the cultural gap and ensure that emergency dispatchers receive support that genuinely meets their needs.

The cost of ignoring STS
When agencies overlook the reality of Secondary Traumatic Stress, they do more than compromise the health of their employees—they risk the integrity of their operations. Emergency dispatchers grappling with untreated trauma are more likely to call in sick, experience burnout, make critical errors on the job, or develop chronic mental health conditions. In some cases, emergency dispatchers leave the profession altogether.

This kind of turnover isn't just secondary traumatic stress emotionally draining for the team—it’s financially expensive and disrupts continuity. Losing an experienced emergency dispatcher means losing institutional knowledge and taking on the cost and time commitment of recruiting and training a replacement. Choosing not to invest in mental health resources might seem like a budget-saving move in the short term, but in reality, it’s a long-term loss.

Supporting emergency dispatcher wellness isn't just a compassionate policy, it's a strategic one. Prioritizing mental health reduces sick days, improves decision-making, and ultimately enhances the safety of the communities emergency dispatchers serve.

Conclusion
Secondary Traumatic Stress is real, relatable, and treatable. The first step in addressing it is acknowledging that emergency dispatchers are trauma-exposed professionals. You deserve the same mental health protections and support systems as those on the front lines.

Whether you are an emergency dispatcher, a supervisor, or an agency leader, your role in this matters. Build a culture of care. Normalize seeking help. Educate your teams. And never underestimate the power of a well-timed conversation, a thoughtful check-in, or a system that puts wellness first.
Behind every headset is a human being—and you matter.

Sources
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5. Golding, S. E., Horsfield, C., Davies, A., Egan, B., Jones,  M., Raleigh, M., Schofield, P., Squires, A., Start, K., Quinn,  T., Cropley, M. “Exploring the psychological health of  emergency dispatch centre operatives: a systematic  review and narrative synthesis.” PeerJ. 2017; Oct 17. doi.org/10.7717/peerj.3735 (accessed April 7, 2026).

6. Newell, J. M., Nelson-Gardell, D., MacNeil, G. A. “Clinician Responses to Client Traumas: A Chronological Review of Constructs and Terminology.” Traumatology. 2016. doi.org/10.1177/1524838015584365 (accessed March 11, 2026).

7. See note 3.

8. See note 4.

9. Alshahrani, K. M., Johnson, J., Prudenzi, A., O’Connor, D. B. “The Effectiveness of Psychological Interventions for Reducing PTSD and Psychological Distress in First Responders: A Systematic Review and Meta Analysis.” PLOS ONE. 2022. doi.org/10.1371/journal.pone.0272732 (accessed March 11, 2026).