In 2018, I conducted a survey of more than 250 fire dispatchers in order to identify current concerns regarding communications. Their responses regarding demographics, training, procedures and technology were published in the December issue of Firehouse (firehouse.com/21027617). This month, in the second of a two-part analysis, I cover concerns that dispatchers would like to share with other dispatchers and first responders, as well at what would make their jobs easier.
The questions
What would you like to ask other dispatchers?
Perhaps nothing is more representative of what is on dispatchers’ minds than the comments generated by this question. The question, “Where do you get funding for new equipment?” touched on the need to maintain current technology, while the question, “How does anyone make the 80-second dispatch?” addressed the daunting task of completing a dispatch while the clock is ticking. Another dispatcher questioned the impact of structured queries on timeliness, asking, “Do you Emergency Fire Dispatch (EFD)? If so, do you find that this gathers the information you need or that it ties you into having to ask useless questions rather than what you really need to know?”
Not surprisingly, several responses dealt directly with the ongoing shortage of telecommunicators. Some examples:
· “How do we overcome the nationwide staffing shortage?”
· “How do we attract qualified people who won’t leave?”
· “How many agencies have the manpower to monitor dispatch, ops channels and phones with efficiency?”
· “How do you manage with only one dispatcher on shift? Do you agree that it is a safety issue?”
Curiosity was also expressed about training and internal relations in the form of questions like, “Do you get continuing education for the fire desk?” and “How do you handle the animosity amongst fire and law enforcement dispatchers?”
A range of emotions were reflected in the following responses: “How do you like being the redheaded stepchild of emergency services?” and “Do you choose a positive attitude or allow the negativity of the calls choose it for you? Do you understand that we need to consolidate our centers into independent organizations?”
While this survey sector was originally framed as a query, many participants took the opportunity to offer advice: “You must learn what to do in the absolute worst-case scenario and train for it,” said one respondent, following with, “Listen to radio traffic from tragedies to think about what you would have done differently.” “Get the best understanding you can for their job,” echoed another. “Find someone you can spill your guts to,” touched on the need for all-important stress relief. Finally, one telecommunicator offered that, “The problems you are having are country-wide and not just limited to your center.” This response is borne out by the sharing of similar concerns by many participants, and serves as a fitting answer to the dispatcher who wanted to know, “Do all agencies seem to have the same issues?”
What would you like to share with your first responders?
Some comments focused on the need to follow basic procedures. “Make sure we have received your message. If I don't answer, I didn't hear you,” was one example.
The need for understanding was also high on the list: “Just because you aren't hearing radio traffic on our end doesn't mean that we aren’t doing 20 things at once” and “A lot of our responders still don't understand our multi-faceted job and expect our undivided attention … Some don’t even realize that we also have to take the 9-1-1 calls or that we sometimes have to listen to more than one agency on the radio at once.” This was reinforced by the desire of many participants to see field crews visit dispatch on a more regular basis. “Come to the dispatch center and do a four-hour sit-along,” requested one dispatcher, adding, “Hopefully it will be our busy time, so you can see the multi-tasking and understand all the behind-the-scene efforts being made by your dispatchers.” Another echoed, “Come sit with us for a day so you can see what it is like.”
The widespread demand for a continuous stream of updates also troubled many dispatchers. “We are not withholding information from you,” one said, adding, “What you see in your notes is the info we have. It's not a secret.” Another response: “When we say, ‘no further,’ we mean no more! I promise!”
The word patience also permeated responses. Some of the of many pleas:
· “Be patient. I'm one person in charge of hundreds at one time.”
· “Be patient with us, you don't see the craziness.”
· “Be patient on the radio, we can’t make utility companies appear out of thin air.”
· “Be patient and work with us as a team. We are all on the same side.”
However, no answers were more numerous than those stressing the need for better teamwork. “We’re all supposed to be in this together. Let’s try working together,” and “Know we want to keep you safe,” touched upon this topic.
The need to be recognized as professionals also emerged. “I wish you would respect us as your partners and the ‘fourth pillar’ of public safety,” said one dispatcher. “We have feelings too, and sitting in a dark room for 12 hours, understaffed, overworked and never appreciated contributes to the reason we burnout so quickly,” observed another. One participant offered this final word of advice: “Trust the dispatcher. The dispatcher is good.”
What would make your job easier and more productive?
Feedback ran the gamut, from adhering to procedures, “Get agencies to follow policies they have already agreed on,” to better equipment, “A user-friendly and simplistic CAD,” to standardization “Standardized response plans vs. each fire department having its own response.”
Training was also on the radar: “I would like to see more information about the fire service included in the curriculum for basic dispatch academies. Currently new employees only receive about an hour to two hours at the most of training on fire dispatch in a basic dispatcher academy.” Some highlighted exercises that promoted teamwork, with comments like, “More inclusion in field training and operations so that trust is built.”
As might be expected, based upon responses to other questions, a better insight and respect for the profession received attention. “Understanding from first responders exactly what it is we do,” replied one dispatcher. “If we don't have them on our side and fully supporting us, how can we possibly expect the general public to understand?”
Given the ongoing recruitment and retention issues facing dispatch, the leading answer here should come as no surprise: sufficient personnel. Of those providing an answer to this question, 37 percent mentioned having more help. The nationwide shortage of telecommunicators hits home to those who must deal with it every day. “More people,” said one dispatcher. “Properly staffed shifts,” said another. “We are going through a lot of turnover in the agency,” replied one telecommunicator, “and no one is looking to join public safety communications.”
In sum
Regardless of the size, number and location of agencies they serve, dispatchers share common issues and concerns. By opening channels of communications, these problems can be identified, addressed, and the safety of suppression personnel thereby greatly enhanced.
Barry Furey
BARRY FUREY, who is a Firehouse Contributing Editor, provides consulting and training services in emergency communications. He is the former director of the Raleigh-Wake Emergency Communications Center in North Carolina. During his 50-year public safety career, he has managed 9-1-1 centers and served as a volunteer fire officer in three other states. In 2005, Furey received a life membership in the Association of Public-Safety Communications Officials (APCO) International for his continued work in emergency communications. Furey was inducted into the Firehouse Hall of Fame in 2017.
