Challenges Faced by 911 Call Takers in the U.S.

Sara Harper began working as a 911 call taker in Denver in 2013. Initially, she found the role rewarding, often feeling she was genuinely helping people. However, long hours and anxiety led her to leave after a few years.

Harper describes the unique experience of putting on the 911 headset, highlighting the adrenaline rush each time a call comes in. The unpredictability of calls is a constant, with possible scenarios ranging from routine to life-changing.

Traditional responses by 911 call takers include dispatching emergency medical responders, fire services, and police. Recently, a fourth option—mental health professionals—has become more common. A study from March revealed that 44 of the 50 largest U.S. cities now have alternative response programs, many of which operate without police involvement. The decision to employ these new responders often lies with already stressed 911 workers.

Assistant Professor Jessica Gillooly notes that the 911 call system is under duress, with workers facing stress, understaffing, and inadequate pay. In a recent survey, over 80% of 911 professionals reported understaffed facilities and regular encounters with burnout and anxiety.

Former dispatcher Carlena Orosco points out that call takers are crucial decision-makers, yet often feel invisible and unrecognized in the aftermath of calls.

Challenges in selecting the appropriate response—such as considering alternative responders—persist, particularly due to incomplete information provided during calls. The decision can significantly impact the trajectory and outcome of a call.

Training plays a pivotal role in decision-making, though it varies widely across the nation’s approximately 6,000 call centers. In Denver, trainees experience six months of training, three months in an academy followed by three more alongside a trainer.

The STAR program, introduced in 2020 in Denver, utilizes vans equipped with an emergency medic and a mental health clinician. Training emphasizes the importance of ensuring the safety of these responders, as they lack protective gear.

The Denver 911 system notes that although most calls are not suitable for mental health responders alone, the STAR program addresses about 1% of calls, aiming to dispatch appropriate responses more effectively.

Efforts to improve involve enhanced training and increasing starting pay from $20 to $29 an hour, significantly reducing turnover rates. There is a growing advocacy to reclassify 911 professionals as first responders to afford them greater respect and benefits, including mental health support.

Harper reflects on the demanding nature of the role, highlighting that 911 call takers act as non-licensed therapists and medical professionals, roles far beyond clerical responsibilities.