Building Stronger ECC Teams Through Continuous Feedback and Coaching

Emergency communications centers (ECCs) are under immense pressure. Staffing shortages, evolving technology, mandatory overtime, and the emotional demands of the job continue to challenge departments around the country. At the same time, centers must maintain incredibly high operating standards while also supporting employee morale to mitigate the inherent strain of a career as a telecommunicator.

For many ECCs, traditional annual evaluations are no longer enough. Instead, comprehensive quality assurance programs are needed, as recommended by APCO International and NENA in their joint standard, APCO/NENA Standard for the Establishment of a Quality Assurance and Quality Improvement Program for Emergency Communications Centers, APCO/NENA ANS 1.107.2-2025, which was revised in November 2025.

However, even the best quality assurance program can fall short without the right tools and processes. Keep reading to learn how to structure QA and feedback in a way that is of most benefit to both agencies and telecommunicators.

Why Traditional Evaluations Often Fall Short

For years, many ECCs relied heavily on annual performance reviews to evaluate employees. But according to Leslye Harrell, Product Manager at Vector Solutions and former operations manager at Hendrick’s County Communications, that process frequently left dispatchers feeling disconnected from their own professional development.

Early in her career, Harrell said feedback was limited. She often received little insight into her performance during employee evaluations or occasional meetings with supervisors. Without regular communication or coaching, she and her colleagues were left unsure of where they stood or how they could improve.

“I would spend a lot of time filling my self-evaluation, but when I went into my review … it was just generic information,” she said. “There was no formal conversation around areas of improvement and that really affects morale over time.”

Another common challenge is recency bias. Supervisors may unintentionally focus on recent mistakes or incidents rather than evaluating the full year of performance. Harrell noted that this can negatively impact morale, especially for employees who consistently perform well but feel their efforts are overlooked.

Continuous feedback creates a different dynamic. Instead of waiting months to discuss performance, supervisors can address issues in real time, recognize strong work consistently, and provide coaching before small problems become larger concerns.

Using QA Programs as Coaching Tools Instead of “Gotcha” Systems

Quality assurance programs have become a critical tool for many ECCs, but the way they are implemented matters.

Jason E. Kern, Founding Executive Director of LakeComm said that QA should not function as a punitive process designed to catch employees making mistakes. Instead, it should help employees improve, build confidence, and strengthen consistency across the organization.

“Once the telecommunicators see that QA isn’t punitive, that that our goal is to help them succeed, then it becomes an easier process for them,” he said.

At LakeComm, continuous feedback is integrated throughout training and daily operations. New employees move through a structured onboarding process that includes call taking, law enforcement dispatching, fire and EMS dispatching, and shadow periods. Throughout training, supervisors and trainers use daily observation reports (DORs) to provide immediate coaching and identify areas for improvement.

That same philosophy continues after onboarding ends.

Rather than limiting feedback to annual evaluations, LakeComm uses regular QA reviews to identify trends, reinforce expectations, and support employee development. Kern said that reviewing just a few calls per week per telecommunicator can help supervisors identify opportunities early and prevent negative habits from becoming ingrained.

The process also helps leadership identify organizational issues, not just employee mistakes.

Kern shared an example where QA reviews revealed multiple employees were failing to confirm caller locations consistently. Instead of disciplining individuals, leadership recognized the issue as a training and communication problem. The agency responded by providing refresher training across the organization and monitoring improvements through additional QA reviews.

“That’s not a telecommunicator problem,” Kern explained. “That’s an agency problem.”

That mindset shift is critical for building trust. Employees are more likely to engage with QA programs when they understand the goal is coaching and improvement rather than punishment.

Recognition, Trust, and Employee Buy-In Matter

Continuous feedback is not only about correcting mistakes. Recognition and acknowledgement play a major role in morale and retention.

According to Harrell, regular conversations and consistent coaching helped improve morale at her former agency after they implemented more formal QA processes and monthly review cycles. Employees had clearer expectations, better visibility into their performance, and more opportunities to discuss growth and development.

Kern said frequent conversations also help employees feel heard during periods of organizational change. At LakeComm, leadership combined seven separate dispatch centers into one regional organization serving 30 agencies. That level of consolidation required constant communication and collaboration to align policies, expectations, and operational practices.

To support that transition, leadership prioritized open conversations between employees, supervisors, managers, and trainers. Some discussions happened formally in meetings, while others occurred informally through quick office conversations and daily check-ins.

Consistency is also incredibly important when it comes to providing feedback. In some agencies, employees may perceive bias issues when supervisors evaluate only their own shifts. To address this, centers may opt to rotate QA responsibilities across supervisors to create a more balanced and objective review process.

Friendly competition between shifts can also improve performance when handled correctly. At her agency, Harrell saw shifts coaching one another and working collaboratively to improve QA scores. However, both Harrell and Kern cautioned that competition should never overshadow the real purpose of QA, which is employee development and operational improvement.

At its core, continuous feedback helps create a culture where employees feel supported rather than isolated and is of benefit to both telecommunicators and agency leadership.

For telecommunicators, it:

• Encourages Consistent Growth & Development
• Builds Trust & Open Communication
• Reduces Performance Issues Through Early Intervention
• Increases Engagement & Ownership

For supervisors, providing continuous feedback:

• Integrates into Daily Workflows
• Provides Real-Time Performance Adjustment
• Better Preparedness for Formal Reviews
• Reduces Recency Bias

How Technology Supports Continuous Feedback and Operational Efficiency

As ECC operations grow more complex, technology is becoming essential for managing QA programs, training, documentation, and performance tracking.

As shared by Harell, today’s dispatch centers generate enormous amounts of data, from QA scores and call times to staffing metrics and training records. Without the right tools, agencies can quickly become overwhelmed.

“It’s like drinking from a fire hose … it’s all over the place,” Harrell said. “Data without context is just noise.”

At LakeComm, technology plays a central role in turning that data into actionable insights. Kern explained that software platforms, like those offered by Vector Solutions and Frontline, help the agency manage daily observation reports, training documentation, policy management, QA reviews, and more.

Instead of relying on spreadsheets and manual processes, supervisors can quickly identify trends, review employee progress, and provide timely coaching. Technology also helps leadership monitor organizational consistency and prepare operational reports more efficiently.

For agencies still relying on fragmented or paper-based systems, it may be time to begin exploring automation and centralized quality assurance software for PSAPs as a starting point for improving feedback and performance management.

That said, continuous feedback is not about creating more work for supervisors. It is about creating stronger teams, improving consistency, and helping employees succeed in one of the most demanding professions in public safety.

To learn more about how Vector Solutions can support operations at your agency, please request a demo today.

Vector Solutions has partnered with Frontline Public Safety Solutions to provide a suite of industry-leading software solutions for emergency communication centers. The suite includes training management systems, online training courses, DOR and quality assurance management, asset management, shift scheduling, community engagement, policy management, early intervention and professional standards, performance management, and accreditation management.