Minneapolis City Council President Elliott Payne joined Better Minneapolis to discuss how his background in engineering and public innovation shapes his approach to governing. From expanding the city’s Behavioral Crisis Response program to strengthening oversight and reform in public safety, Payne outlined his focus on professional management and data-driven accountability. He spoke candidly about housing affordability, sustainable city revenue, and the challenge of balancing market forces with community well-being. Guided by transparency and empathy, Payne sees Minneapolis as a proving ground for policies that can model justice and effectiveness for cities nationwide.
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Background and Path to Public Service
Ward 1 Council Member and Minneapolis City Council President Elliott Payne discussed his journey from Milwaukee to Minneapolis, where he moved in 2000 to study mechanical engineering at the University of Minnesota. After working in manufacturing and operations, Payne transitioned into technology and design consulting, eventually joining the city’s innovation team in 2016. His experience developing community-led public safety programs during and after the murder of George Floyd motivated him to run for office in 2021, driven by frustration with bureaucratic resistance to reform.
Public Safety and Behavioral Crisis Response
Payne highlighted the Behavioral Crisis Response (BCR) program as one of his signature accomplishments, describing it as a critical step toward a “comprehensive public safety system.” The program, which dispatches unarmed mental health professionals to crisis calls, has handled over 35,000 calls since 2021 and now operates citywide, 24/7. Payne explained its recent move into the Fire Department as a way to elevate it to the same level as police and fire services. He envisions BCR eventually becoming a fully staffed city department rather than a contracted service, ensuring stability and accountability.
Oversight, Accountability, and Police Reform
As City Council President and chair of the Audit Committee, Payne emphasized his focus on oversight and professional management within city operations. He described progress in the Neighborhood Safety Department, which had faced lawsuits over contract mismanagement, and credited new leadership and financial controls for improving transparency. Payne supports implementing the federal and state consent decrees to reform policing, developing civilian investigator roles to improve case follow-up, and ensuring public safety policy is guided by data—not ideology.
Housing, Affordability, and Economic Policy
Turning to housing, Payne argued that Minneapolis must pursue policies that balance market realities with human needs. He supports rent stabilization to prevent displacement while acknowledging it is not a comprehensive affordability solution. He advocates for social housing models, significant public investment, and federal stimulus to address the housing crisis. Payne also discussed the city’s need for sustainable revenue streams, noting that Minneapolis is exploring new, equitable ways to raise funds without overburdening property taxpayers.
Vision and Governing Philosophy
Payne described his approach to leadership as accessible, data-driven, and rooted in empathy. He holds open office hours and community sessions each month to remain connected to residents. Philosophically, he sees local government as a catalyst for broader state and federal action, citing Minneapolis’s minimum wage and rideshare driver protections as examples. Payne closed by framing governance as a matter of values and trade-offs—arguing that policymakers must decide, intentionally and transparently, which communities to prioritize in pursuit of a fair and just city.
