Attachment A - Final Mental Health Calls for Service Report.pdf

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RESEARCH REPORT 
BUDGET AND RESEARCH DEPARTMENT 
B.R. REPORT NUMBER 
2021-01 
DATE ISSUED 
April 20, 2021 
TO: 
Jeff Barton 
Assistant  City Manager 
FROM: 
Amber Williamson 
Budget and Research Director
SUBJECT 
Public Safety Behavioral Health and Crisis Response Calls for Service 
PURPOSE 
The purpose of this report is to identify an alternative model to delivering services to individuals 
suffering from behavioral  and mental health conditions and who require crisis response care. The 
report recommends expanding the City of Phoenix Community Advocacy Program (CAP) to provide 
additional resources for responding to behavioral and mental health and crisis response calls for 
service received by the Police and Fire Departments. The intent is to have civilian crisis response and 
behavioral health teams respond to these types of calls for service in order to improve Public Safety 
outcomes for the community and to connect individuals in need to appropriate behavioral and mental 
health services. Surveys of other cities which have implemented similar type models is also included 
in this report (Attachment A).  
ISSUE 
The Phoenix community has been challenged for many years in providing effective crisis response 
care to individuals who experience traumatic events, who are suffering from mental illness, substance 
abuse disorders, are victims of crime and assault or are considered to be vulnerable or experiencing 
homelessness. Impacts from the Coronavirus pandemic have exacerbated negative circumstances 
for these individuals and has increased the demand for mental health services. The Phoenix Police 
and Fire departments encounter individuals daily and in some cases provide transport to area 
hospitals, psychiatric institutions, or unsuccessfully attempt to provide connectivity to community 
health resources. In some cases, the lack of an appropriate response can lead to an arrest or a 
negative interaction with sworn personnel, which otherwise could be avoided and ultimately does not 
benefit the individual or the community. This leaves residents in desperate need of services without 
alternatives and results in a continuation of suffering for the individual and repeat calls for service to 
public safety departments. 
The CAP resides in the Phoenix Fire Department (PFD) and provides non-sworn 24-hour on-scene 
victim assistance and crisis response to individuals experiencing traumatic events. The program 
specializes in crisis stabilization, safety and needs assessments, grief support, education on 
community resources, victim’s rights and advocacy services. However, the program lacks sufficient 
funding and is not equipped to respond to all mental and behavioral health calls for service resulting 
in a significant gap in service delivery. Increased funding and expansion will allow the CAP to be a 
fully comprehensive behavioral and mental health crisis response program to meet the needs of the 
Attachment A

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community. The expanded program would not take the place of other community resources provided 
at the county, state or private sector level, but rather enhance the community healthcare connectivity 
for Phoenix residents. The proposed solution would provide 24/7 behavioral health, crisis intervention, 
victim advocacy, short-term follow up, access to on call telemedicine services, and navigation to long 
term case management support. 
 
BACKGROUND 
 
The Phoenix Police Department (PPD) and PFD respond to thousands of calls each year relating to 
behavioral health related and crisis response calls for service. On many of these calls, the expertise of 
a behavioral health team or crisis response unit to de-escalate situations and connect people to 
appropriate health resources is simply not an option due to the lack of resources. In some cases where 
a crisis response unit is requested sworn personnel and individuals in need of help are either waiting 
an unreasonable amount of time for assistance or do not receive services at all. This ineffective 
response creates barriers to people receiving help, but also discourages sworn personnel from 
requesting crisis response services in the future. 
 
Behavioral and Mental Health Needs 
 
According to the Substance Abuse and Mental Health Services Administration (SAMHSA), over 
300,000 adults in Arizona live with serious mental health conditions such as schizophrenia, bipolar 
disorder, and major depression. Only 40.3% of adults with mental illness in Arizona receive any form 
of treatment from either the public system or private providers. The remaining 59.7% receive no 
mental health treatment1. According to Mental Health America, Arizona is ranked 47 out of 50 states 
for providing access to mental health services2. 
 
Public mental health services in Arizona are administered and provided by the Arizona Health Care 
Cost Containment System (AHCCCS)–Regional Behavioral Health Authorities (RBHAs). Substance 
use and addiction treatment services are overseen by the Office of the Arizona Governor–Arizona 
Substance Abuse Partnership (ASAP). These agencies, along with private mental health providers, 
create a tremendous network of mental health support in Phoenix. Unfortunately, these resources 
often have long response times to help those in need or are not available after-hours when a mental 
health crisis is occurring. Phoenix’s emergency responders respond daily to mental health issues 
without the appropriate training or resources to provide the customer with the help they need.  
 
Fire Crisis Response 
 
The PFD responds to over 180,000 EMS calls for service each year. For years 2009 – 2019, total calls 
for service increased 3.6% per year. The Fire Department does not “hold” calls, but due to demand that 
has outpaced Fire Department growth, fire and ambulance incident response times are below published 
standards. The department is working toward better data management, but so far, is unable to identify 
how many behavioral health calls for service are received each year. This is difficult, in part, because 
many calls for service are for medical events that are complicated by co-occurring behavioral issues. 
The Fire Department has frequently engaged the existing Maricopa County behavioral health crisis 
mobile team system, but struggles with mobile team availability, response times, and patient outcomes. 
While the City sees the value of the existing crisis system to the members of the community, the 
consensus is that the system is not built to meet the needs of emergency crisis care. 
 
The PFD developed the CAP Crisis Response (CR) team in 1995 to provide support to victims of 
violent crime, fires, deaths and other emergencies. Over the past 25 years the program has continued 
to develop and now provides crisis services to over 7,000 Phoenix residents each year. The CAP CR 
teams are funded by both general and grant funds, but is largely dependent on grant funding, part-

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time positions, volunteers and interns from Arizona State University and other universities for much of 
its staffing. Teams are located at either fire stations or family service centers and are strategically 
placed based on call volume (Attachment B).  
The current program consists of five CR units and staff includes 17 full-time and 23.3 part-time FTE 
with Caseworker II’s and III’s, a program 
coordinator,
 
 administrative staff and several 
CR Response Availability 
volunteers. 
The CAP responds to an average of 4,000 calls for 
service each year, however due to a lack of 
resources and available units approximately 600 
43%
calls for service each year went unanswered during 
the two-year period 2018-2019. Additionally, 
because units are often not available sworn 
57%
personnel do not request units because they 
assume one will either not be available or the 
response times will be too long. As mentioned 
earlier, the PFD staffs five CR units throughout 
All CR Units in Service
Phoenix, however as illustrated in the pie chart, for 
Q2 of 2020 the units were only in-service about 
3 or Fewer Units Available
57% of the time because of staffing challenges. 
Insufficient resources and a  lack of full-time city staff are major barriers to responding to all calls for 
service. 
Adequate response times are also a challenge for the program due to insufficient resources. For 
example, from a random sample of one of the CR units, response times ranged from 10 minutes to 49 
minutes. When CR units are available to help, they have a significantly longer response time than other 
emergency services like Police, Fire or EMS. This gap leaves first responders as the only resource to 
help behavioral health patients in-need. In 2019 PFD had a 90th percentile response time of 6:59 and 
the Phoenix Police Department had a 6:42 on priority 1 response time for emergency calls; while the 
CR program had a response time of 39:15. The CR team is staffed with trained experts in de-escalation, 
mental health support and substance abuse treatment, but the program is far too small to meet the 
level of demand for these services.

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Police Crisis Response 
 
According to PPD, sworn personnel respond to over 2,000 behavioral health-related calls for service 
each month across the City of Phoenix (Attachment B), or roughly 3% of total calls for service. In 
addition, on average Police officers on scene refer 150 calls per month to the Maricopa County 
Behavioral Health Crisis Mobile Team, but units are not always available or can take several hours to 
respond. PPD also transports individuals to mental health facilities when required. Additionally, an 
internal review by Police revealed officers are less likely to request a crisis mobile team due to (1) the 
extended wait time for the mobile unit (2) other types of calls for service holding for an officer response 
(3) the inherent nature of the patrol function to resolve situations quickly. These factors can negatively 
impact Phoenix Police relationships with the community and prevent appropriate behavioral and mental 
health service delivery. 
 
In an effort to improve crisis response services to the community the PPD has provided training 
resulting in crisis intervention certification of 540 officers, with 300 from patrol, and created the Crisis 
Intervention Team (CIT) Squad comprised of 14 detectives and 2 sergeants. CIT is an innovative and 
evidence based first responder model of police-based crisis intervention with community, health care 
and advocacy partnerships. In order to be certified, officers receive 40 hours of crisis intervention 
training taught by key community members and facilitated by a collaboration between Mercy Care, 
Phoenix PD and Tempe PD. CIT trained officers assist individuals dealing with behavioral and mental 
illnesses and act as gatekeepers to connect individuals to behavioral health partners to improve the 
quality of life for these residents, and help to ensure the safety of officers and the community. 
Community partnership and education are primary goals of any CIT program and Phoenix partners 
with hundreds of community organizations to meet these goals. Through some of these partnerships, 
Phoenix police have access to licensed clinicians to help individuals navigate the behavioral health 
system to ensure a continuum of care. Further, all new recruits receive a minimum of 40 hours of 
mental health related training at the academy.  
 
In addition, PPD provides training to 911 communications dispatchers through the Crisis Intervention 
Network, a local non-profit organization, to triage calls for service where a crisis response unit may be 
able to assist. However, making this determination can be extremely difficult due to the nature of calls 
and direct diversion of calls to a crisis response unit is not possible most of the time, therefore the 
majority of calls where a behavioral response or crisis response unit can assist requires a co-response 
with PPD to ensure appropriate public safety outcomes.  
 
Survey Results 
 
Staff surveyed eight cities in the country who provide some type of crisis response or behavioral health 
service for residents who contact public safety for assistance. Survey cities include Albuquerque, NM, 
Austin, TX, Denver, CO, Eugene, OR, Redmond WA, Salt Lake City, UT, San Antonio, TX, and San 
Diego, CA. Survey results vary with some cities in the early stages or continuing to develop their 
programs. Most programs are either located in the Police Department or work directly with Police and 
Fire Departments as a co-responder model with calls coming in through the 911 dispatch centers. Each 
city plans or does connect individuals to local behavioral or mental health services where available for 
continuing care or treatment. Three cities either currently or are developing their programs to be 
independent of public safety departments in service delivery. Most programs utilize mental health 
specialists, licensed clinicians and/or social workers to provide services with two cities relying solely on 
sworn police officers trained to provide crisis response services. Only two cities provide 24/7 service 
and all cities are either funded by grants, non-profit organizations or with general funds. Attachment 
A provides a description of responses received for each city.

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Proposed Solution 
 
In order to improve service delivery to individuals contacting 911 experiencing behavioral and mental 
health issues or in need of emergency crisis response, PPD and PFD propose adding resources to 
the CAP program to increase the number of crisis response units to a total of 10, and to establish 9 
new behavioral health units across the city based on where the highest concentration of calls are 
received. The concept is to create an effective City of Phoenix behavioral and mental health crisis 
response program where multiple city departments including Police, Fire, HSD, NSD, Housing and 
Municipal Court all work together alongside non-profit organizations and the behavioral health 
community to improve the quality of life for residents in need (Attachment C). The solution would 
also include utilizing a third-party telemedicine platform to provide access to licensed medical 
professionals who can access the Health Information Exchange (HIE). This platform could be used 
for calls where residents would benefit from not only crisis response and mental health services, but 
also medical services.  
 
The proposed solution would accomplish several goals including: 
 
• Increase behavioral health resources to the community by focusing on timely immediate 
response to individuals in need   
• Crisis de-escalation and improved relationships in the community with public safety 
• Return PPD and PFD first responders to core public safety emergency incidents  
• Prevent criminalizing behavioral health issues and unnecessarily incarcerating and/or 
hospitalizing individuals with mental illness  
• Provide alternate behavioral health care and connect community members in crisis through a 
coordinated system-wide collaborative approach 
• Avoid duplicating behavioral health services 
• Outreach and connection to long term case management services to reduce repeat calls to 
911 
• Access to licensed medical professionals where needed to improve service outcomes 
• Better use of taxpayer resources  
 
The idea is to create an enhanced program to augment the existing crisis system network, not 
compete with it. The system is designed around patient safety, appropriate utilization of behavioral 
services, reducing healthcare costs, and connecting patients with existing resources to improve their 
lives.  
 
The enhanced CAP would involve adding five additional crisis response units (for a total of 10) and 
establishing nine new behavioral health units. Each unit type is described on page 6. The program 
would also seek to establish a contract for a public-private partnership with a behavioral healthcare 
provider to create a comprehensive model where individuals will receive both immediate service from 
the CAP units and be connected to multiple different services through the contracted provider. 
Additionally, the proposed model recommends expanding the existing city contract with IMD medical 
group to offer telemedicine services to residents who are experiencing comorbidities, where both a 
mental and behavioral health problem exists along with a medical issue. This on call medical platform 
would be accessible to the CAP program 24/7 so that individuals can receive comprehensive care for 
all needs.

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Each unit type is described as follows: 
Crisis Response Unit (CRU) 
These units are staffed with 2 Caseworker II crisis response professionals. These individuals usually 
have a bachelors or masters level degree in social work, counseling, or equivalent work experience 
and are trained to respond to most community needs including behavioral crisis, mental health, non-
emergency transportation, substance abuse, victim advocacy, elder abuse, homelessness and much 
more. The CRUs are response units and will also augment the Behavioral Health Units in performing 
follow-up when available. The CRUs connect residents with existing community resources for short, 
mid-range and long-term needs. 
Behavioral Health Unit (BHU) 
The BHUs are staffed with one full time Caseworker II from the City and one Behavioral Health 
Navigator from a local Integrated Behavioral Healthcare provider. This public-private partnership 
significantly enhances the program by connecting residents with existing community resources to get 
them the help they need. This team will work a regular 40 hour per week schedule and will primarily 
perform follow-up with customers who were contacted by the CRUs. The BHUs may also receive 
referrals for clients from Police or Fire personnel in the field that have identified a resident in need.  
The enhanced CAP will provide 24/7 crisis response services to the residents of Phoenix by 
augmenting the existing 911 system. The concept is to eventually place licensed clinicians in the 911 
communications center to triage calls where a CRU or BHU could be requested. If it is possible to 
determine from the caller the incident will not require a public safety response then the CRU or BHU 
will be deployed. However, due to the nature of calls this is not always easy to determine which will 
require a co-response from both a CAP unit and public safety. The intent is to identify calls 
immediately and determine the appropriate response so help can be provided right away to 
individuals in need. Additionally, if sworn personnel are in the field they can request from dispatch a 
CAP unit if needed and by expanding the number of units this will allow more calls to be serviced in a 
reasonable response time. The program would utilize data analysis such as heat mapping, call 
volume and response times to determine the most appropriate locations to deploy units.  An 
evaluation of those data points would continue as the program is expanded so any adjustments can 
be made. The program will also provide short-term follow up for residents and work with the 
behavioral health provider or other agencies to connect individuals with the county, state or private 
resources they need to assist with resolving their crisis or mental health need. 
Estimated Costs 
In order to expand the number of CRUs from five to ten, add nine BHUs and ensure units are in 
service 24 hours a day 7 days per week, significant resources will be required to add staff, 
equipment, and to establish a public-private partnership contract with a behavioral health care 
provider. To effectively service the Phoenix area and the level of demand for calls for service there 
will be three 8-hour shifts for each unit, which will require adding a combination of Caseworker IIs, 
IIIs, a Program Deputy Director and administrative staff. The addition of approximately 100 full-time 
staff and 35 part-time FTE is proposed for consideration. This would bring the staffing level of the 
CAP program from 17 FT to 108 FT positions and from 23.3 part-time FTE to 34.9 part-time FTE. 
The estimated costs for staffing, equipment, vehicles, costs for a telemedicine on call platform of 
licensed medical professionals and a public private contract with a behavioral healthcare provider is 
a range of $13M - $15M and does not include costs for leasing facility space for the additional units. 
It is recommended existing city facilities be used if possible to avoid additional costs for facility 
space.

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RECOMMENDATIONS 
 
1. Work with the City Manager’s Office for City Council approval to expand the CAP program.  
2. Establish protocols for diversion of 911 calls for service to the program including how staff will 
be trained, who will provide the training, how calls for service will be triaged, how information will 
be collected and tracked for reporting purposes. 
3. Develop performance metrics to identify program effectiveness including using the new 
electronic patient care reporting system and existing records management system to: collect 
data to identify the universe of crisis response and behavioral and mental health calls for service 
by call type, geographical location, call duration, response times, follow-up and connectivity to 
ongoing behavioral and mental health services, and conduct regular customer surveys.  
4. Identify a strategy for how and where additional staff and units will be located based on heat 
maps. Coordinate with the Finance Department Real Estate Division to identify if existing space 
is available, including using other city facilities, prior to exploring leasing space to accommodate 
staff and equipment. 
5. Work with Human Resources Classification and Compensation Division to evaluate requested 
position classifications based on job duties. 
6. Consult with the Law Department on how services will be provided to determine if there are any 
liability concerns or considerations prior to program expansion and use of any private-public 
partnership to include appropriate information gathering, reporting and sharing of personally 
identifying information.  
7. Consult with the Finance Department Procurement Division to establish the public-private 
partnership contract for City Council consideration with a behavioral health care provider for the 
navigators to be used in the BHUs. 
8. Consult with the Finance Department Procurement Division to explore amending the existing 
IMD medical group contract to provide on call 24/7 telemedicine services.  
9. Consult with the Human Resources Labor Negotiations Division to determine if union approval 
is needed for desired shift changes from 8 hours to 12 hour shifts for certain positions.   
10. Determine if opportunities exist and what will be required for cost reimbursement from AHCCCS, 
Medicare, Medicaid and private insurance companies for behavioral and mental health services.  
11. Collaborate with HSD, NSD, Housing and Municipal Court to identify and document how services 
can be coordinated to maximize the benefit to residents in need where possible.  
 
CONCLUSION 
 
Community members, first responders and mental health professionals have all identified the need for 
enhanced mental health and crisis response support in Phoenix. Vulnerable communities including 
children and the elderly, individuals experiencing abuse, poverty and homelessness, residents with 
behavioral and mental health disorders or people with alcohol and drug dependencies all require help 
from the City of Phoenix that could be provided by expanding the CAP. Surveys of other cities 
indicate local government is providing services in some capacity whether directly in police and fire 
departments or through non-profit partners. It is clear, the current level of resources provided to the 
Phoenix CAP program is not sufficient to meet demand or to provide a comprehensive service 
delivery model. Increasing the number of staff, utilizing general funds rather than grant funds and 
becoming less reliant on volunteers to operate the program will increase the number of calls units can 
respond to as well as improve response times. The benefits of additional CAP units will result in more 
residents receiving the behavioral and mental health crisis services they need to be healthier. It will 
also allow sworn personnel to return to the field to respond to core public safety emergency calls, and 
will help to improve the relationship between public safety and the community.

References 
1. "Mental  Health  Resources  in  Arizona  |  Resources  to  Recover". Rtor.Org,  2020, 
https://www.rtor.org/directory/mental-health-arizona/
2. Mental Health in America ‐ Access to Care Data. (n.d.). Retrieved August 03, 2020,

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ATTACHMENT A 
 
Below is a summary of the eight cities surveyed about their crisis response programs. The survey 
focused on understanding the staffing, funding, and nature of each program. Common across all cites 
was an effort to provide mental health services to those in need, particularly repeat 911 callers and 
homeless individuals. To track their success, all programs use performance measures. Additionally, 
mental health training is highly emphasized for everyone, especially first responders.  
 
Albuquerque, NM  
The Albuquerque Community Safety Department (ACSD) was created June 2020, designed to 
restructure thousands of calls for issues relating to homelessness, addiction and mental health into the 
care of trained professionals to keep officers focused on core police work and reform efforts. Staff 
consist of social workers, housing and homelessness specialists, violence prevention and diversion 
program experts, some of which are licensed. In addition to responding to calls, the program provides 
case management services. The types of calls serviced include behavioral health, homelessness, 
addiction, social issues, non-violent and noncriminal welfare checks. Staff work 24 hours a day, seven 
days a week. ACSD personnel are dispatched through the 911 system. Emergency dispatchers 
determine if a community safety response is more appropriate than dispatching a firefighter or police 
officer. ACSD staff respond in teams with no sworn staff. The Albuquerque City Council is working with 
experts and community members to reallocate millions of dollars and expand community investments 
in violence intervention, diversion programs and behavioral health treatment initiatives. Currently the 
program is funded through both general and special revenue funds. 
 
Austin, TX 
The Expanded Mobile Crisis Outreach Team (EMCOT) launched in 2013 to bring specialty health care 
response to mental health emergencies. Positions are staffed by Integral Care, which is the Local 
Mental Health Authority of Travis County. This program is a partnership between multiple agencies of 
Travis County and the city of Austin. Staff consist of mental health professionals including registered 
nurses. They provide case management services including counseling, medical provider assessments, 
prescriptions for medications, and living skills trainings for 90 days after initial crisis. The types of calls 
serviced include behavioral and psychiatric crises such as suicidal ideation, psychosis, substance 
abuse, medical issues, and homicidal ideation. EMS and law enforcement agencies can request 
EMCOT through the 911 call center for real time co-response; behavioral health clinicians are 
embedded in the 911 dispatch center as primary triage for mental health calls and available to consult 
with officers in route to a call; and clinicians are embedded at central booking to divert individuals from 
incarceration. Hours vary depending on the day but are generally each day between 6 a.m. and 
midnight. Staff respond in teams and first responders remain on site when EMCOT arrives on site until 
safety concerns are addressed. The program is funded by both Travis County and the city of Austin.  
 
Denver, CO 
Denver has two programs, the co-responder Crisis Intervention Response Unit (CIRU) founded in 2016 
and the Support Team Assisted Response (STAR) launched June 2020 as a six-month mobile crisis 
unit pilot program. Both programs are grant funded and operated under a contract with the Mental 
Health Center of Denver. CIRU is staffed by clinicians that ride with police officers, responding to both 
mental health situations and calls that are not necessarily mental health related. Co-responders 
research what is known about individuals involved, provide clinical assessments and identify the most 
appropriate response or treatment for the individual. Co-responders provide short-term system 
navigation and coordination services to ensure individuals are engaged with the appropriate resources 
and services. The city plans to completely transition the CIRU to the Denver Department of Public 
Safety over the next few years. STAR aims to send more appropriate responses to 911 calls that have 
to do with substance abuse, mental health crises or people who need help connecting to social services. 
The mobile crisis unit is staffed by licensed social workers and mental health clinicians from the Mental

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Health Center of Denver, and licensed paramedics from Denver Health. The program is designed to 
offer follow-up case management and social services. Typical calls include substance abuse, mental 
health, connecting people to social services, and non-violent calls for service. Teams consisting of one 
clinician and one paramedic are dispatched through the 911 dispatch center weekdays between 10 
a.m. and 6 p.m.
Eugene, OR 
The Crisis Assistance Helping Out on The Streets (CAHOOTS) program began in 1989 to divert calls 
from a sworn response and provide humane and restorative care to populations in need. Services are 
provided by the White Bird Clinic on contract with the city. Staffing consists of emergency medical 
technicians and crisis counselors. The program does not provide case management services but 
responds to calls relating to homeless individuals and mental health service calls. Staff are available 
24 hours, seven days a week and are dispatched by 911 operators who are trained to route calls to 
CAHOOTS. Calls also come in directly to the White Bird Clinic. Teams of two respond alone unless 
police assistance is requested. The program is funded by city general funds.  
Redmond, WA 
The city of Redmond program began in 2017 and consists of one mental health professional on staff 
within the police department. The goal is to better respond to types of calls that don't necessarily require 
a police response or can be better resolved with alternative means. The licensed professional responds 
to calls focused on providing mental health services. Individuals are tracked for future reference and 
referrals to social service non-profits are provided. Calls come in via the 911 system, but this position 
is also sometimes contacted directly by staff and community members for assistance. This position 
monitors radio traffic to see which calls make sense to respond to with a police officer. Calls are 
responded to 40 hours per week on weekdays. The position is funded by the general fund and grants. 
Salt Lake City, UT 
The Community Connection Center opened in 2016 to provide a safe environment for people to access 
individualized care, support, and appropriate community services. Staff consist of police officers and 
social workers withing the police department. The staff respond to referrals from first responders and 
the center offers in person case management. Type of calls include any individual in Salt Lake City that 
needs a police response or is in crisis and in need of social services. Teams respond weekdays 6 a.m. 
to 4 p.m. with one officer and one social worker. The teams are call responsive which means they listen 
to the radio to identify calls. There may be specific requests through 911 operators asking for a team 
to respond. They focus and track the top 20 highest utilizers of 911 to contact for services. The program 
is funded by the general fund and grants.  
San Antonio, TX 
The San Antonio Mental Health Detail (MHD) began in 2008 to effectively respond to calls from people 
experiencing a mental health crisis, de-escalate mental health emergencies, and coordinate treatment 
with local behavioral health providers. Staff consist of police officers in partnership with contracted 
licensed clinicians from Baptist Healthcare System. MHD officers are Certified Mental Health Officers, 
credentialed by the Texas Commission on Law Enforcement and Education. MHD officers are crisis 
intervention specialists in plain clothes, driving unmarked cars. Case management is provided by 
clinicians working with individuals to address housing, employment, and other issues that may 
negatively impact mental health.  The MHD is staffed in two shifts from 10 a.m. to 4 a.m. and respond 
to calls in teams of two officers. When a call is received by 911, patrol officers are initially dispatched. 
If a situation appears to involve an individual experiencing a mental health crisis, the responding officer 
will hand-off the case to MHD officers. The MHD also monitors radio calls, can be requested by other 
officers or organizations, and may work in conjunction with another unit or Fire/EMS. The program is 
funded by the general fund and grants.

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San Diego, CA 
The Resource Access Program (RAP) began as a pilot program in 2008 to preserve public safety 
resources by connecting the patients with proper systems of care. RAP primarily focuses on high 911 
utilizers, who are known to be especially vulnerable and suffering from complex medical or social 
difficulties. This is a joint program between the city and county with staff consisting of a program 
manager, community paramedics, and mental health clinicians. Case management services are 
provided by clinicians. Hours of operation are weekdays 7 a.m. to 5 p.m. Teams of one clinician and 
one community paramedic respond to referrals in teams unless there is a prior established relationship 
with the client. They do not respond to 911 calls, instead they receive referrals from first responders. 
Funding is provided by the county and city, although the city provides capital equipment. This program 
uses a unique software called Street Sense which was developed in house. It monitors the 911 call 
system and matches names with their clients. Street Sense provides profiles for all their clients and it 
has information regarding their call history, medical and mental issues, even vital signs. The software 
allows you to create reports and dashboards.

12400 S
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107th A
VE
RO
CKA
W
A
Y HILLS RD
VAN BUREN ST
BUCKEYE RD
91st A
VE
99th A
VE
ELLIO
T RD
ESTRELLA DR
PECO
S RD
RA
Y RD
18600 N
M
CDO
W
ELL RD
BEARDSLEY RD
RO
SE G
ARDEN
YO
RKSHIRE DR
G
RO
VERS AVE
PARADISE LN
ACO
M
A DR
SW
EETW
ATER RD
CHO
LLA ST
W
ILLIAM
S DR
KNO
X DR
HARRISO
N ST
M
O
UNTAIN VIEW
BUTLER DR
ALAM
EDA RD
O
RANG
EW
O
O
D
M
ARYLAND AVE
YEARLING
 RD
PINNICALE VISTA
PEAKVIEW
 RD
M
O
NTG
O
M
ERY
ASHLER HILLS
O
SBO
RN RD
DURANG
O
 ST
ELW
O
O
D ST
RO
ESER RD
M
EDLO
CK RD
IRVINE RD
LINDA LN
CALVARY RD
SADDLE M
O
UNTAIN RD
VINEYARD DR
SO
UTH M
O
UNTAIN
M
INERAL RD
W
ESTLAND RD
M
ISSO
URI AVE
CAM
PBELL AVE
ENCANTO
 BLVD
RO
O
SEVELT ST
CARVER RD
FRYE RD
7
48
17
45
57
56
12
11
37
31
55
8
42
52
46
40
60
20
1
32
54
27
72
4
43
29
5
30
24
49
26
39
23
36
13
19
33
22
3
59
21
10
16
14
9
25
41
35
61
58
18
15
6
50
44
38
28
8/27/2020
µ
High
Low
Incident
Volum
e
BEARDSLEY RD
CR VAN INCIDENTS
JANUARY - JULY 2020
18600 N
Attachment B

§¨¦
10
§¨¦
10
§¨¦
17
§¨¦
10
£
¤
143
£
¤
101
£
¤
51
£
¤
202
£
¤
303
£
¤
202
200
400
800
600
900
700
500
N 32ND ST
N 7TH ST
N 40TH ST
S 19TH AVE
S 7TH ST
W VAN BUREN ST
N CENTRAL AVE
N CAVE CREEK RD
S 16TH ST
S 51ST AVE
E PECOS RD
W BUCKEYE RD
N 44TH ST
N NEW RIVER RD
S 7TH AVE
N 7TH AVE
W BASELINE RD
E THOMAS RD
E WASHINGTON ST
E BROADWAY RD
E SOUTHERN AVE
E UNION HILLS DR
W BEARDSLEY RD
W DUNLAP AVE
N 64TH ST
E BASELINE RD
N 51ST AVE
N 83RD AVE
N TATUM BLVD
E PINNACLE PEAK RD
N 91ST AVE
W HAPPY VALLEY RD
W LOWER BUCKEYE RD
W NORTHERN AVE
S 75TH AVE
E INDIAN SCHOOL RD
S 40TH ST
N 16TH ST
E GREENWAY RD
S 43RD AVE
E CHANDLER BLVD
S CENTRAL AVE
W CACTUS RD
W DOVE VALLEY RD
S 99TH AVE
W DOBBINS RD
S 67TH AVE
E JOMAX RD
S 27TH AVE
N 43RD AVE
W PECOS RD
N 107TH AVE
N BLACK CANYON AC
W PEORIA AVE
E MCDOWELL RD
E DEER VALLEY RD
W ELLIOT RD
W GLENDALE AVE
S 59TH AVE
E SHEA BLVD
E NORTHERN AVE
E BEARDSLEY RD
E THUNDERBIRD RD
E RAY RD
N 24TH ST
N 75TH AVE
E UNIVERSITY DR
N 67TH AVE
W BETHANY HOME RD
S 91ST AVE
W CAMELBACK RD
E BELL RD
N 99TH AVE
W BELL RD
S 48TH ST
N 27TH AVE
N 56TH ST
E ELLIOT RD
S 83RD AVE
N 19TH AVE
N BLACK CANYON AC
N 56TH ST
N 7TH AVE
N 32ND ST
W DOBBINS RD
S 91ST AVE
N 16TH ST
N 51ST AVE
N NEW RIVER RD
N 43RD AVE
S 75TH AVE
E UNIVERSITY DR
PHOENIX POLICE DEPARTMENT
Crime Analysis and Research Unit
jaj 8/4/20 Source: ITBCDCv01, vIncident
U:\Ad-Hoc Requests\Internal\42239 nr CFS Cooper\mapping\42239map.mxd
0
4
8
12
16
2
Miles
®
^Specified final radio codes include 415H*, 415I*, 415J*,418A*, 418B*, 418D*, 503*, 601T*, 651*, 901O*, 901U*, 901X*, 918* (but not 918T*).
Any calls for service that had missing or incorrect information may not be properly depicted in this map. Calls are based on the final call type as entered by Communications and/or Patrol. All
dispatched/callback/self-initiated calls are included regardless of the final disposition of the call (ie. report written, no action required, etc.). Precinct boundaries changed effective October 20, 2014.
Density created for specified area only with a cell size of 100 and a search radius of .75 miles. Any addresses or intersections that could not be geocoded are not included.
CITY OF PHOENIX POLICE DEPARTMENT
Dispatched/Callback/Self-Initiated Calls for Servcice
For Specified Final Radio Codes^
Citywide
Date Range: 1/1/20 - 6/30/2020
DENSITY
Very Low
Low
Moderately Low
Moderate
Moderately High
High
Very High
Freeways
Precinct Boundaries
Main Streets
Canals
Railroads
Mountains
Attachment B

Phoenix Community Advocacy Program Overview
Attachment C