The BCR program was a focal point of the meeting, with Fire Chief Brian Tyner providing insights into its current state and future directions. Since its transition to the Fire Department, the program has experienced a sharp rise in demand, with calls increasing from 6,666 in 2023 to 11,167 in 2024. The program is designed to address nonviolent crises, particularly those involving individuals at risk due to mental health issues. Chief Tyner outlined operational changes, including the cessation of general welfare checks to focus solely on behavioral crises and the implementation of a new data collection system to track outcomes.

Councilmember Cashman highlighted the program’s progress within its first six months under the Fire Department. The BCR teams primarily use Hennepin County facilities, but they retain the flexibility to refer individuals to private services as needed. The program’s approach to assisting homeless individuals experiencing behavioral crises was also discussed, with protocols in place to provide shelter or supportive housing based on individual needs.

The integration of BCR services with the fire department was deemed critical for operational efficiency. However, challenges persist in the current hub and spoke model, as the geographic location of services affects effectiveness. The chief mentioned a need to evaluate deployment strategies, including the number of vans and their operating hours. A transition of BCR dispatch from police to fire precincts was suggested, though a timeline for this change was not specified.

The meeting also featured a presentation from the Performance Management and Innovation (PMI) team, led by Director Kira Hasbargen. The team is working to enhance performance measures and align funding decisions with measurable impacts. The introduction of a new performance management web page and a mayoral dashboard aims to improve transparency and accountability by providing public access to key performance data. These tools are designed to track the city’s progress and ensure alignment with mayoral priorities.

Councilmembers engaged in a dialogue about the impact of these initiatives on departmental budgets, especially in light of ongoing budget deficits. Vice Chair Palmisano inquired whether the results of performance evaluations would influence budget development. It was noted that the first year of the Outcomes Minneapolis initiative focused on building staff understanding and defining metrics for new funding proposals.

The meeting also addressed the need for a reevaluation of programs within the city’s Department of Reib. Concerns were raised about programs that no longer align with current needs, emphasizing the necessity of strategic planning that reflects the city’s priorities rather than solely those of the mayor. The Transportation Action Plan was identified as an example of a plan needing alignment between legislative evaluation and programmatic detail.

The Neighborhood and Community Relations Department presented its efforts to support residents with disabilities. Director Karen Moe highlighted the department’s responsibilities under the Americans with Disabilities Act (ADA), focusing on compliance and community engagement. Guthrie Byard, the Community Specialist for People with Disabilities, discussed his role in managing ADA grievances, developing transition plans, and enhancing digital accessibility. Byard emphasized the importance of celebrating Disability Pride Month and the ADA’s anniversary, noting an upcoming event to foster dialogue on disability rights.

Ken Rogers, Chair of the Minneapolis Advisory Committee on People with Disabilities, outlined the committee’s structure and objectives. The committee has achieved full membership for the first time and aims to ensure that city departments incorporate the needs of people with disabilities into their programs. Rogers highlighted the committee’s role as a resource for the city and its collaborative efforts to improve accessibility and reduce legal liabilities.

Councilmember Cashman raised concerns about a recent incident involving inoperable elevators in a high-rise building and its implications for residents during emergencies. Guthrie responded by detailing the process of addressing accessibility issues flagged through the 3-1-1 system, emphasizing effective communication from property management during outages.