(Pittsburgh) September 10, 2025 An analysis of Allegheny County’s 911 Call Center by the office of County Controller Corey O’Connor determined that management has inaccurately calculated the number of Telecommunications Operators (TCOs) needed to properly staff the Call Center, leaving employees subject to overwork and excessive stress.
The Call Center is Understaffed
While the Call Center is currently budgeted for 259 TCOs, the average number of TCOs on staff during 2023 and 2024 were 243 and 249, respectively. While this is in line with a calculation by management of an ideal staffing level of 245, auditors determined using the same generally recognized calculation method that even the current maximum staffing level would be insufficient.
Management did not take into account leave time used by TCOs, which means that 245 TCOs is insufficient to most effectively operate the Call Center. This is borne out by the fact that a significant amount of overtime, including mandatory overtime, has been necessary.
Auditors determined that the ideal TCO staffing level for 2024 was actually 262 TCOs. The same type of analysis indicates that, due to increased leave time provided to employees, the ideal TCO staffing level for 2025 is 275 TCOs.
Auditors recommended immediately hiring and training more TCOs and increasing the frequency of hirings and trainings if necessary.
“While we recognize the current challenge of hiring across many employment sectors and the financial difficulties the County faces, our work has revealed that 911 has been operating below staffing standards for some time. This is likely to have impacted the retention and performance of operators,” O’Connor said. “911 is a core function of our government that all of our residents depend on, and we can’t continue to sell it short.”
Operators are Dissatisfied and Lack Support
Studies have shown that 911 telecommunicators may be at higher risk of clinical depression, PTSD, obesity and other chronic life-threatening diseases due to struggles with chronic sleep deprivation and stress.
Nationally recognized standards recommend that peer support programs should be a component of a 911 Call Center Comprehensive Stress Resilience Plan. The Call Center’s peer support team consisted of just three members during the audit period. Peer support team members were not available on every shift, and none worked the night shift.
There were up to nine peer support team members in the past. However, over time peer support team members have retired, resigned, or been terminated and have not been replaced. Management was not aware that the number of peer support team members had decreased to just three.
Auditors were advised that a number of TCOs have expressed an interest in becoming members of the peer support team. However, due to a lack of effective communication, the Peer Support Coordinator believed that there was no funding available to train new peer support team members. Training new peer support team members takes approximately 24 hours (three eight-hour classes) and costs approximately $300 to $500 per person.
“It appears that the recommended strategy of properly training willing workers to help their colleagues cope and succeed has been neglected, even as its financial impact would be minimal. This proven method of supporting operators in our Call Center should be strengthened immediately,” O’Connor said.
Auditors surveyed Call Center employees on workplace conditions and collected data from 136 respondents. When asked to describe the overall culture of their workplace, 60 percent responded Very Negative or Negative.
When asked how comfortable the TCOs feel discussing mental health and stress with their supervisors, 58 percent responded Very Uncomfortable or Uncomfortable.
Auditors also interviewed 16 randomly selected TCOs. Thirteen interviewees told auditors that the Call Center does not have a positive workplace culture. Six interviewees said that management does not walk the Call Center floor enough to interact with staff and observe Call Center operations.
Auditors recommended that Shift Commanders should make time each day to walk the floor and check in on TCOs, see if they need assistance, and help to resolve any disagreements.
“The operators’ responses to our inquiries show clearly that more must be done to support them and address their concerns. The life of any of our residents could depend on the performance of a 911 operator at any time. This is not a situation that can be ignored,” O’Connor said.
Tips for 911 Callers
Due to call volume, some calls cannot be answered immediately. While a recording advises 911 callers to remain on the line for the fastest service, some 911 callers ignore the recording, hang up the phone, and then immediately call 911 again. This causes these 911 callers to lose their place in the queue, which means that it will take longer for their call to be answered. If your 911 call is not answered immediately, remain on the line to receive emergency service as soon as possible.
Call-takers must ask questions applicable to each incident to help ensure that first responders are dispatched to the proper location, and that first responders have all the information needed to effectively and safely respond to emergencies. Some frustrated callers complain about the number of questions, but this only delays the provision of emergency service. To receive emergency assistance as quickly as possible, 911 callers should quickly answer all of the call-taker’s questions to the best of their ability, especially questions about the location of the emergency.
“Being in a situation where calling 911 is necessary can be distressing. But it is important to remember that our operators face such situations often many times a day. By being a cooperative caller we can show our appreciation for their critical role and ensure they can provide assistance as effectively as possible,” O’Connor said.