DEPARTMENT: Social Services
FILE TYPE: Regular Information
TITLE
title
Update On Mental Health Crisis Services Continuum Expansion
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PURPOSE/ACTION REQUESTED
Update on mental health crisis services continuum expansion.
SUMMARY
Communities across Minnesota face unprecedented mental health needs. An integrated, high-quality mental health crisis response system supports wellness, promotes safety for all people, and reduces reliance on emergency departments and law enforcement. Dakota County has responded to community need by expanding the County’s continuum using the national best practice framework for transforming crisis care systems with the goal of helping people experiencing a mental health crisis in Dakota County to foster resilience, support long-term recovery, and strengthen communities.
By Resolution. No. 21-461 (September 21, 2021), the Dakota County Board of Commissioners authorized adding 1.0 full-time equivalent (FTE) supervisor and 9.0 FTE social workers to the Social Services budget to expand Dakota County’s existing 24/7 mobile crisis response unit (CRU). With additional staff capacity, CRU is available to answer a high volume of calls, including transfers from Dakota 911, and provide on-site response and assessment quickly, frequently, and effectively. Increased staff capacity also enables co-location of CRU staff at police departments to facilitate timely mobile response and community connection. Initial phone and mobile response are critical in providing access to the right service at the right time during a time of crisis, at the first call for help.
The continuum approach ensures follow-up and stabilization after a crisis. Crisis follow-up may include referral to community resources and intensive crisis stabilization service for education, skill-building, and connection to longer-term services. By Resolution No. 21-618 (December 14, 2021), the Dakota County Board of Commissioners approved using American Rescue Plan (ARP) Coronavirus Fiscal Recovery Funds to add 5.0 new FTE to expand the embedded social worker crisis follow-up model to all cities in Dakota County who responded to a Letter of Interest process. By Resolution No. 24-472 (September 24, 2024), the Dakota County Board of Commissioners authorized entering into Joint Powers Agreements with cities for the Embedded Social Worker model through December 31, 2026.
Dakota County’s crisis continuum is staffed by a total of 37.0 FTE, with 15.0 FTE added in 2021. These FTE are spread across crisis continuum services including 24/7 phone and mobile response, crisis follow-up and crisis stabilization. FTE are currently funded by a mix of funding sources including state grants, levy, ARP, and health plan billing.
By Resolution No. 22-095 (March 8, 2022), the Dakota County Board of Commissioners authorized construction of the Crisis and Recovery Center, a collaboration between Dakota County and a community-based mental health services provider, Guild. The Crisis and Recovery Center offers a welcoming place for mental health support, assessment, and short-term residential treatment. The Crisis and Recovery Center opened in February 2025. The Crisis and Recovery Center project was recognized with a National Association of Counties (NACo) award in August 2025.
Staff will provide an update on crisis continuum activities, summarize data, review trends, and discuss challenges and opportunities.
OUTCOMES
2024 Data Indicators
Someone to Talk To/Phone Response:
- 18,779 incoming calls to CRU.
- 14,238 intakes/service requests (intakes can include multiple calls), 82 percent increase in intakes from 2021.
- 1,400 transfers of certain mental health calls from Dakota 911 to the CRU, 83 percent of 911 call transfers resolved without law enforcement involvement ensuring the right service at the right time.
Mobile Response:
- 1,712 in-person site visits from the CRU
- 65 percent of assessments occur in people’s homes, compared to 33.9 percent statewide.
- 71 percent of clients referred for crisis assessment were seen within two hours.
- Co-location of CRU social workers in public safety agencies to build relationships and achieve timely mobile response time.
Embedded Social Worker, Crisis Outreach, Follow-up, and Stabilization:
- 10 of 10 participating public safety agencies with embedded social workers
- 2,256 outreaches that led to engagement and/or service coordination, 581 face-to-face outreaches or assessments.
- 357 cases opened for intensive crisis stabilization services.
- Client-led approach: Adults, children, and families have access to services to learn about symptoms, build skills, connect to long-term support, and build a long-term recovery plan.
- City and County working in partnership to improve public service response in support of shared goals for healthy, safe communities for all.
Crisis and Recovery Center:
- Construction completed and ribbon cutting on February 3, 2025.
- Guild residential treatment services operating at full capacity at the Crisis and Recovery Center building as of February 10, 2025, with 75 people served since move to new building
- County-operated “Place to Go” now welcoming those seeking services and support.
Data and Evaluation:
- Dakota County Crisis Continuum Evaluation completed by Wilder (Attachments: Evaluation Report, Findings from Key Informant Interviews, Indicators and Data Collection Recommendations).
- Partnership with County’s Information and Technology (IT) team to implement new electronic health record by January 1, 2026.
RECOMMENDATION
recommendation
Information only; no action requested.
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EXPLANATION OF FISCAL/FTE IMPACTS
None.
☐ None ☒ Current budget ☐ Other
☐ Amendment Requested ☐ New FTE(s) requested
RESOLUTION
body
Information only; no action requested.
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PREVIOUS BOARD ACTION
21-461; 9/21/21
21-618; 12/14/21
22-095; 3/08/22
24-472; 9/24/24
ATTACHMENTS
Attachment: Evaluation Report
Attachment: Key Interview Findings
Attachment: Indicators and Data Collection Recommendations
BOARD GOALS
☐ Thriving People ☐ A Healthy Environment with Quality Natural Resources
☐ A Successful Place for Business and Jobs ☒ Excellence in Public Service
CONTACTS
Department Head: Emily Schug
Author: Emily Schug