From Crisis to Connection: How Cities Are Reimagining Emergency Mental Health Response
Jeffrey Butcher
Senior Education Partner @ Waldorf University | Masters of Science in Emergency Service Management
When it comes to mental health emergencies, traditional 911 responses are getting a much-needed makeover. Innovative programs across the country are showing us that there's a better way to handle these sensitive situations, and the results are nothing short of remarkable.
Take New York City's B-HEARD program, which launched in June 2021. Instead of sending just police officers to mental health calls, B-HEARD deploys teams of mental and physical health professionals to respond to 911 mental health emergencies. Operating seven days a week across 31 precincts in four boroughs, these teams are revolutionizing crisis response in the Big Apple.
The numbers tell a compelling story. By the third quarter of fiscal year 2023, B-HEARD was handling 56% of eligible mental health calls in their pilot areas, up from 49% in the first quarter. Of the 8,688 total mental health calls received, 45% qualified for this specialized response (NYC Mayor's Office of Community Mental Health, 2023).
"A core principle of B-HEARD is providing individuals with care and services in the community," explains the program overview. "B-HEARD helps people experiencing a mental health emergency quickly get appropriate help in the community or in their home. Community-based support is individualized to the person" (NYC Health + Hospitals, 2023).
Meanwhile, in Grand Rapids, Michigan, a similar revolution is taking place. The Grand Rapids Homeless Outreach Team (HOT) has been breaking new ground since its inception during the COVID-19 pandemic in April 2020, when then-GRFD Chief John Lehman and City Manager Mark Washington initiated the program (Robins, 2023).
"We talk a lot about how to interact with people that are in the homeless community, how to be able to treat them like people and how to treat them with dignity," shares Grand Rapids Fire Department Captain Michael Waldron (Robins, 2023). This philosophy has shaped HOT's approach to crisis intervention and community support.
What began as a four-week temporary response to COVID-19 has evolved into an essential community service. City Manager Mark Washington emphasizes that the team's mission is "to preserve health and safety and improve outcomes for homeless persons and our community" (Robins, 2023).
The Grand Rapids program brings together an innovative mix of professionals: three firefighters, one police officer, and four Network 180 staff members. This diverse team includes two social workers, a peer support specialist, and a recovery coach, allowing them to offer immediate assistance rather than referring people to services with potential waiting periods (Robins, 2023).
The city's commitment to this approach is evident in its funding. HOT's budget has grown significantly, receiving over $1.4 million in 2023, up from about $1.3 million in 2022 and $969,000 in 2021. This includes $383,000 in federal coronavirus relief dollars for the Network 180 partnership, $615,000 in federal dollars for the fire department, and about $81,000 for police staffing (Robins, 2023).
领英推荐
HOT's daily operations are comprehensive and practical. Every morning, the team meets to discuss situations involving homeless individuals and plan appropriate responses. They canvas the city daily, looking for people who need assistance and maintaining a headquarters stocked with emergency supplies like clothing, hygiene items, shoes, and blankets. The team even provides bikes for those needing transportation (Robins, 2023).
What makes these programs particularly effective is their emphasis on community integration. In Grand Rapids, HOT has built an impressive network of partnerships with organizations including Crossroads Bible Church, Mel Trotter Ministries, Degage Ministries, the Masonic Temple, Plaza Towers, LaGrave Church, and 70×7 Life Recovery. These partnerships provide crucial services ranging from legal representation and housing assistance to vital documents and medical services (Robins, 2023).
As Captain Waldron notes regarding their growing network, "I'd say that goal is continuing to develop. It was tricky in the beginning because we were the new kids on the block... We've had some incredible outreach from other groups... Are we the hub? We're going to be. We're still getting there" (Robins, 2023).
This shift toward more compassionate, specialized responses to mental health crises isn't just a trend – it's becoming the new standard. The federal government has recognized this need, allocating $200 million for scaling the 988 Suicide and Crisis Lifeline, which now handles approximately 100,000 interactions weekly.
As we look to the future, these programs offer a blueprint for other cities seeking to transform their approach to mental health emergencies. By combining professional expertise with community connection, they're not just responding to crises – they're building stronger, more resilient communities.
Citations: