Mhm. >> Woo! >> Good afternoon. Uhtoday is Let me make sure I get the date right. Uh June 23rd. The time is 1:32. Iam Kevin Anderson, vice chair of the Adminuh and Operations Committee. Uh Commissioner Gotel is out.Um and our first item on the agenda is toapprove the minutes of our previous agenda. Uh may I have a motion?>> Second. >> We have a motion second. Uh all those infavor, say I. >> I.>> All those opposed? Hearing none, our minutes are approved.Um and one second, I'm just experiencing some technical difficulties, so justgive me bear with me for one moment. My computer is not operating right now,so it'll lock. If you could.Mine's not My computer is not agreeing with me right now, so technology, it's great until it's not. >> Appreciate that.>> [clears throat] >> All right.Thank you so much for indulging me in this in the moment. Um our first item onour next item on the agenda is open appointments. We haveuh two uh recordings for our openappointments for the 2026 Watershed Board appointments for the RileyPurgatory Bluff Creek Watershed District Board.Um may I ask the clerk to play the recordings?>> [snorts] [cough]>> C. Petterson Creek Watershed District Board ofManager. Good afternoon, Commissioners. Thank youfor the opportunity to interview for the open seat on the Riley Purgatory BluffCreek Watershed District Board of Managers. My name's Dorothy Petterson.I'm applying for this role because my entire career and volunteer lives havecentered on balancing land use, community needs, and rigorousenvironmental stewardship. I have an intimate understanding of this specificdistrict's mission, its rules, and its community.My professional and personal background uniquely qualifies me to serve on thisboard. For the past 30 years, I have worked inlandscape design and construction as a small business owner, where I havedeveloped a strong foundation in budget oversight, project management, andregulatory compliance. Beyond my professional life, I'm anactive community member who understands how watershed decisions impact localstakeholders. Whether it is addressing urban stormwater runoff, preventinglocalized flooding, or protecting our lakes and streams from invasive species.I look forward to bringing a practical perspective to these challenges.I am comfortable navigating complex regulations and collaborate well withdiverse groups to find common ground. What truly separates my application ismy long-standing, hands-on commitment to local water governance. I'm not enteringthis room as an outsider. I served on the Riley Purgatory BluffCreek Watershed District Citizens Advisory Committee for multiple years,including a term as president. I'm a certified master water steward throughthe Freshwater Society and this very district. I've spent years volunteeringin local water health from the Silver Lake Association Founding Committee toactive Adopt-a-Drain and Adopt-a-Dock programs.Additionally, I bring over a decade of community leadership as a University ofMinnesota Tree Care Advisor, a Ramsey County Master Gardener, and a multi-termHR chair for two community service organizations.I know how to listen to residents, lead public meetings, and collaborate withtechnical staff to reach a consensus. As a board manager, my priority would beto advance the next 10-year watershed management plan to reflect pressuresfrom our changing weather patterns, aging infrastructure, and development tocreate a long-term, sustainable plan.And to further advance our relationships with our cities to better use taxdollars. I have and will continue to dedicate the time required to preparefor workshops, various meetings, and to collaborate [clears throat] with staffand board managers to serve this community.Thank you. >> Dear Madam Chair and Commissioners, myname is Jessica Loftus. Thank you for the opportunity to speakwith you today regarding my application to serve on the watershed district Boardof Managers in Riley Purgatory Bluff Creek.I grew up in the Twin Cities loving Minnesota waters and first lived onCedar Lake in Minneapolis and now in Deephaven where I reside with my husbandand our three daughters. I hold degrees in business and publicadministration, spent more than 15 years in citymanagement, and currently work as a part-time consultant providinginterim management and strategic planning to local governments.I've submitted my resume for your review, but perhaps most relevant tothis position is my 9 years of service on theMinnehaha Creek Watershed Board where I served as treasurer and chair ofthe operations committee. In those roles, I focused on carefulstewardship of public funds while advancing meaningful projects.Central to my approach as a board member is balancing fiscal responsibility withmission-driven outcomes. For example, during my service toMinnehaha Creek, I had the privilege to advance significant projects includingArden Park in Edina, the Six Mile Marsh Lake St. Croix restoration,and environmental improvements at Wasserman Lake in Victoria.We also adopted a climate action frameworkand a flood response plan to help guide long-term planning and decision-making.Looking ahead, I'm interested in supporting Riley Purgatory Bluff Creekin its upcoming 2028 water management plan.I believe it presents an opportunity to protect and improve our water resources,which is at the heart of the watershed district's important regional role.In closing, I would be honored to serve our community in this role, and I wouldbe committed to the district's mission. I believe my experience in three areas,watershed governance, public administration, and strategic planningwould allow me to make a meaningful contribution to the board.Thank you for your consideration, and thank you for the important work thateach of you do for Hennepin County. >> [clears throat]>> I understand that concludes the recordings. Um with that, I believe amotion to progress to our next board meeting would be in order.>> I'll move to progress to the July 14th board board meeting.>> Thank you, dude. >> Second.>> We have a motion and a second. All those in favor, say I.>> I. >> I.>> Any opposed? That item is progressed. Um items 3A through 3D are routine innature. Uh may I have a motion for the block, and I'll read them into therecord? >> So moved.>> We have a motion and a second. Uh item 3A is ratification of permits, leases,lease amendments, and related property agreements approved by the countyadministrator. Uh the period of 1 January 1, 2026 to March 31st, 2026 uhwith the attachments enclosed. Item 3B is the negotiated assignment,assumption, and amendment two to an agreement approving transfer ofownership of property to Bickham Court Limited Partnershipextending term to 12 31 80, increasing the not to exceed to $710,000and terminating agreements uh listed in theuh item. Item 3C is uh an agreement with the WIOAuh memorandum of understanding aligning one-stop partners around a coordinatedworkforce system, clarifying shared accountability, and supporting efficientintegrated service delivery for job seekers and employers.Uh date of execution on that is 12 31 28. Umthe 3D is an agreement with Willis Towers Watson to provide insurancebroker and related services, forensic accounting and complex claim servicesfor the period of 82126 to 83128 with a not to exceed of $208,955. UmDo my colleagues have any questions or want more information on thesefairly regular agreements? Yes, Commissioner Fernando.>> Yeah, I just love uh some background on 3C.>> Thank you. Uh Ms. Windland. >> Uh Mr. Chair, Nola [clears throat]uh Slater Johnson from Workforce Development is here to providebackground. >> Thank you so much.Welcome. >> Good afternoon, Chair Commissioners. Myname is Nola Slater Johnson with the Department of Workforce Development.This board action is seeking authorization to execute a newmemorandum of understanding as required under the Workforce InnovationOpportunity Act, known as WIOA, WIOA. The agreement is effective on the lastday of signature through December 31st of 2028. >> [clears throat]>> This MOU before you today is a required agreement between the Hennepin-CarverWorkforce Development Board, the chief elected officials, and our workforcesystem partners. As the local Workforce Development Boardfor our area, Hennepin-Carver Workforce System ensures services are aligned withregional labor market needs as well as our community priorities.The MOU outlines how our partners such as DEED Job Service, DEED VocationalRehabilitation Services, Adult Basic Education, TANF Employment Services, aswell as our other community-based organizations, how we work together andhow we align our resources to provide coordinated services throughout ourcareer force system. While each partner has its own fundingsource, regulations, performance measures, and areas of expertise, theMOU ensures we operate a interconnected system rather than a collection ofseparate programs. Approval of the MOU fulfills a federal requirement, but moreimportantly, it supports the Hennepin Carver Workforce Development Board'srole in convening our partners, aligning the resources, and advancing ourcoordinated strategy. This strategy is to ensure that we aremeeting the needs of our workers, workplaces, and the work of our localeconomy throughout suburban Hennepin and Carver counties.Thank you for your time and consideration. I'm available to answerany questions if you have any. >> Thank you.Uh follow-up question? >> No question. Just wanted to expressgratitude for the Hennepin Carver Board, and this is a positive example of umlocal governments for many, many years now workingfavorably together, and in this instance really trying to ensure servicecontinuity at a time where there's a lot ofworkforce disruption. So, wanted to amplify that. Thank you, Chair.>> Thank you so much. Any other comments or questions on thisitem or any of the others in the block? >> [clears throat]>> Hearing none, I would proceed to a vote. All those in favor say I.Any opposed? Those four items are approved. Item 3Eis transferred disparity elimination departments from the general fund to theHuman Services Fund, rename the Human Services and PublicHealth Department as the Human Services Public Health and Disparity EliminationDepartment, effective January 1, 2027. Uh Mr. Rogan.>> Mr. [clears throat] Chair, Zandy Iverson from Human Services and Public Health ishere to present this item. >> Wonderful. Thank you.Welcome. >> Good afternoon. I'm Zandy Iverson, theCFO of Human Services Public Health. Um and good afternoon, Vice Chair Andersonand Commissioners. This board action would transfer alldisparity elimination or DE departments, except for purchasing and contractservices, to the human services fund starting January 1st, 2027.This is a transfer from a financial perspectiveand would move DE's budget and FTEs to the human services fund. Disparityelimination would not change from a human resources reporting perspectiveand would continue to exist as a separate line of business.The benefits of this transfer include the following: service alignment. DEcurrently provides services such as tutoring that align closely with thoseprovided by the human service and public health department.Revenue opportunities. DE is providing human services and human servicesexpenditures are eligible for state and federal administrative revenuereimbursement. The estimated increase in administrative revenue due to thetransfer in 2027 would be about $768,000. Additional administrative efficiencies.DE finance and other staff will benefit from the knowledge and resources of thelarger HSPH department. Adoption of this bar would create thehuman services public health and disparity elimination department in2027. This current disparity eliminationdepartments would be separate service areas within human services publichealth department such as you know, in the similar way as aging access anddisability, children and family services and other service areas.Thank you and please let me know if you have any questions.>> Thank you. Uh questions, Commissioner Conley.>> Thank you, Mr. Chair. Just a quick question on FTEs. Can you speak towhether or not this has a impact on the current FTEs in disparity elimination?>> Vice Chair Anderson, Commissioner Conley, no, it does not. So, basically,the whole disparity elimination budget including the property tax funding, anyFTEs would all just be coming over as a whole.>> Thank you. >> Thank you.Um yes, Commissioner Green. >> Umthank [clears throat] you, um Vice Chair Anderson.>> [gasps] >> Um I had a question which wasI appreciate why this is happening and I think it makes sense, um, but I alsodon't want us to lose sight that disparities can appear onwhat I'll call the other half of the county organization. And so I want to Iguess just maybe verbalize from the dais that that's not the the intent isn'tthat the work is isolated to this part of the county's portfolio. So, I hear Isee heads nodding and I'm confident everybody's motivation. I just wanted tosay it into the microphone. Thank you.>> Thank you. Any other comments or questions?Um, I just [clears throat] want to express appreciation. I know, um,starting up the disparity reduction and then disparity elimination, um, has beena a priority of the county and was really done to show that thework that we're doing is pays off, right? And is essential and part of howwe deliver services to all of our residents.And I see this as a way of institutionalizing it and making it moresustainable, um, with administration administrative reimbursement, um, forwork that we're already doing and not getting reimbursed for. Uh, so I reallyappreciate the the action. I've been uh, looking for the right way of gettingkind of some of these programs integrated in this way. I'm reallythankful to see this move forward, so thank you.>> Gerald, move it. >> Oh, thank you. Yes.>> Second. Second. >> Motion and a second. Um,uh, Commissioner Lundy. >> Thank you, Mr. [clears throat] Chair.Just, uh, want to thank you for leaving it in the titlebecause I always find, uh, in government, uh, that trying to findsomething when you're guessing what they could have named it can be difficult.So, naming it what it is is helpful. Um I'm struck by our continued efforts onBlue Line. Um when we put up map after map and every map looks the same, nomatter what topic it is, and it keeps showing the same people in the samegeographic area affected time and time again by the same disparities. And toact like those disparities don't show up uh in the next generation or in futureis the height of stupidity when you can predict what's going to happen. Doesn'tmean it's an absolute, but when you uh have it uh disadvantages from the daybefore you were born, uh those disadvantages carry with you. So, uh Ithink it's just being realistic and honest about things and that what we cando and the connection between public health and uh these human services, theyall intertwined. And so, uh the the idea is to eliminate them so that people allstart off in the same starting block uh in life. And so, uhYeah, thank you. >> Thank you.Any other comments or questions? Hearing none, with the motion andsecond, thank you. Uh I'll proceed to the vote. All thosein favor, say aye. Any opposed? That item passes. Item 3F,uh we have received a a request to return this item to staff. So, I'll movethe return to staff on this item. >> Second.>> Um all those in favor, say aye. Aye. Any opposed? That item has been returned tostaff. And seeing no other items on our agenda,I will call the Administration uh Operations and Budget Committeeadjourned. >> This time we'll call the Law Safety andJustice Committee to order. Uh we have a few items uhon the agenda. Our first up is the approval of the minutes from June 2nd.If I get a motion and a second, please. >> So moved.>> Second. >> With a motion and a second, um all thoseLet me ask, is any changes, additions, corrections? Seeing none, all those infavor say aye. >> Aye.>> Opposed? Motion carries. Uh move on to 2A, which is a report fromMatrix Consulting. Chella, I'll kick it over to you.>> Good afternoon, Chair Londy, Commissioners. I'd like to invite GregMatthews from Matrix Consulting, uh who is here to report out to the body aboutthe Sheriff's Office Jail Staffing and Operations Analysis that the board hadrequested additional follow-up after the overtime study, you might recall, backfrom uh 2025. So, Mr. Matthews. >> Well, good afternoon, Commissioners.It's nice to see you all again. The last time we were together was inFebruary of last year to discuss the overtime study. Let me start by askingfor your forgiveness for not wearing a jacket. I had a run-in uh last evening,a wardrobe malfunction, where I ripped my suit. And I realized since I'm notwearing a gray suit coat that I look rather like uma famous uh singer, Johnny Cash. But havingYes, well Bill somebody said that before unfortunately.So So with that let's let's go ahead and then begin.This is a brief slide presentation about the HennepinHennepin County Sheriff's Office Jail Staffing and Operations. So Elizabeth,if you can get us to the first slide. So as Cello already mentioned,this was tated this study by the overtime study that we did last year. Asyou may remember in the overtime study the adultdetention division represented 60% of the overtime in theSheriff's Office. And as a consequence of that there was follow-up wanting tobe accomplished on the adult detention division. And that is what thisparticular study is about. So also as part of of the situation that you'refacing is these recommendations that were made the study that wasconducted was all under the auspices of recognizing you have certain fiscallimitations and challenges. Last year, this year and probably in the short termon a move forward basis you're going to be facing a fiscal challenges that needto be accounted for. Sowith that last this fiscal year you established a baseline for the Sheriff'sOffice to have 883 authorized staff in the entire Sheriff'sOffice. So as we know a component of that the adult detentiondivision represents a smaller number, but that's your big pie chart that youneed to be aware of. So the next slide, please. So to begin with there are somechallenges that that you face here in Hennepin County relative to your jailoperation. and we talked about this a little last time we were together, andthat's the two facilities. Uh right now, you have uh two facilities, your publicsafety facility, which is a direct observation and indirect observation uhfacility with 333 330 beds. And then you have your City Hall facility, which uhis a larger facility, uh 503 beds. And that City Hall facility, as you all wereaware, is very aged. It uh as you've seen in the movies, if you've taken atour of the jail, it's the typical bars and the long hallways and what have you.And essentially, that that results in a very challenging environment um for uhdetention staff to manage, to control, et cetera. So, um you're also somewhatdirected and/or constrained by the Minnesota Department of Corrections. So,you have directives from the Minnesota Department of Corrections as to minimumstaffing levels within those jail facilities. Now, interesting ly, withrespect to the Minnesota Department of Corrections, recall that they providedirectives that incorporate directives for the entirestate. So, they are not considering, byexample, different facility types uh particularly.Um every facility is different. They do narrow it down, if you will, uh bycertain facilities such as your City Hall facility, a linear jail facility,and the minimum staffing requirement there is 1 to 25, meaning one uhdetention officer to 25 uh inmates, if you will.Your uh public safety facility, the direct and indirect observationfacility, that ratio is 1 to 40 or 1 to 60, dependent upon the facility or thehousing unit uh that's that's uh within the unit. So, so what does that resultin directly? As uh we indicate in in the slide presentation,uh Minnesota Department of Corrections says you need a minimum of 28 peopleuh in the housing units essentiallyuh at all times, 24/7. And that's the two facilities. When we did this study,um we uh discovered, of course, that right now um or at the time of the studyat the end of last year, the adult detention detention division uh hadanywhere from 29 to 33 bodies on any particular shift. Night shifts staffed alittle lower than day shift, 29 to 33. As you read our report, we ultimatelyrecommended that the the optimum staffing plan shouldincrease uh that to a range from 32 to 38 nights and days. So, that's that's umillustrative of uh our study that showed that there wereadditional staffing needs required um above and beyond what they alreadydeployed. So, next uh slide, please, Elizabeth.Thank you. So, umthe next slide talks a little bit about relief factor, and you'll probablyremember and maybe even humorously that uh in the overtime study, I probablymentioned relief factor about 16 times in that lengthy presentation. But, it isa very critical. So, so um relief factor, as we suggested, should be man-mandatory. As we all know, none of us work a a full year, 2,000 uh and 86hours a year. We all have vacation leave, we all have sick leave, uh we allget injured, something like that. So, we will ultimately work less than 2,086hours a year. So, uh when we build a staffing model,we incorporate a relief factor. And what is that relief factor? Um let's Let'sahead and read it to there on the right. Uh it's used to determine how manyfull-time equivalents are needed to staff one 24/7 position. The calculationincludes the annual coverage hours for one positionand an employee's net annual work hours. So, there's the formula there at thebottom of the blue box. So, what it is is it's basically thehours the hours available, the 2086, divided by how much time is uh deputyMatthews there on average per year. Well, the average for um Hennepin Countyfor the deputies was 1,706 hours. So, the relief factor is 1.22.What that means is to staff a 24/7 operation,one deputy to fill a post, you actually need 1.2 uh22 deputies to ensure you have sufficient coverage as a consequence ofthe sick and vacation time. So, right now, what is the currentstaffing plan requiredum without a relief factor in the jail? Now, we're talking line positions here.We're not talking sergeants, ser- lieutenants. We're talking about thedeputy line staff. So, the number of uh personnel is 252 positions that you needto operate those two buildings, line staff,um without a relief factor. When you apply that relief factor,g- giving the Sheriff's Office enough staff so that they can accommodate sickand vacation, that number increases to 303.When you get to 303 eventually, and hopefully, you should have anexpectation that overtime will go down significantly because a lot of overtime,as we know, is used to cover sick, vacation, and whatnot. Next slide,please. So, just a little bit ofa summary with respect to the staffing. So, here'sa table. Um on the left-hand column is the numbers without relief factor. Theright column is numbers with relief factor. Again, this is the line deputystaffing, not supervision, etc. So, with respect to the staffing plan now,without relief factor, the fixed post, the housing unit staff, those kinds offolks, 229. With relief factor, you need 280.The non-operations staff, that doesn't mean they're not doing anything. Thatjust means they're not in housing. It's the classification staff. It's thecanine unit. It's those special units that basically support housing, etc.There's 23 staff there. Um with applicable relief factor, it's 23. Wedon't apply a relief factor to specialist positions because, you know,if they're off, the work gets done either by someone else or uh it it'sdelayed for a week or something like that. So, with respect to the currentstaffing plan that they have, 252 staff that they need, line staff, 303.That's what you want to shoot for with respect to the current staffing planthat they have. We recommended something a little bitdifferent. And as a matter of fact, we recommended something that actuallyincreased staffing somewhat. You can see our staffing plan there. Fixed poststaffing plan was 244 without a relief factor, up to 298 with a relief factor.The non-operations staff, those folks, we reduced it by three.Um 20 personnel. So, in our recommendation without a relief factor,264 staff, up to 318 staff, is what we call the optimumstaffing plan. Now, I got some information today from a couple ofdifferent sources. The sheriff's office right now, their line staff is at 265.So, if you drop 265 right in there between 252 and 303, you can see wherethey're at relative to their current staffing plan as well as our proposedand recommended optimal staffing plan. Next slide, please. So, how do you get to the optimalstaffing plan? There's a lot of of different methods,plans you could implement, but uh essentially we recommended in the reportabout a 4-year phasing plan. In 2025, uh at the end of 25 when wefinished the report, they had 284 line staff in the operation.Uh as I just mentioned, they have about 265 now.We recommend this year that they move to 290 to 300 as possible. How do you movefrom 264 to 265 to the middle of 290 and 300? Well, they have about 30 folks thatare either in training that'll be on boarding. So, by the end of the year,you should be at that midpoint. And then over the course of '27 and '28, werecommend that you get to their 303 through uh additional staff hires tostart reaching toward that optimal staffing plan that we recommended. Andof course, by '28, that time frame somewhere, um hopefully you'll get tothat optimal staffing plan. Also, over the course of the next 4 years, um werecommend that you increase clerical staffing in central records. Uh weindicated that that needs to move from about 56 to 65 over the course of thenext 4 years or so. That's about nine positions additional. Next slide,please, Alyssa. So, what are what are some of thechallenges that that you face to reach um your optimal uh staffing plan here.Obviously, we already talked about the fiscal challenges. That's That'srelatively obvious. A- Another one of the challenges thatyou have is umconsultants agree, the sheriff's office agree, most of the administration agreethat the ideal operational environment in the jailis to have essentially the detention deputies that are unlicensed fullyrunning the jail. They have 39 licensed deputies. Those are the ones that can goout in the field and carry a gun and what have you. They have 39 of thosecurrently in the jail. So So fundamentally, the preferred staffingmodel is to have all detention uh deputies,non-licensed detention deputies running the housing. That's going to take sometime. You'll have to start slowly transitioning the licensed deputies outand hiring in new folks. What is the outcome of not reaching theideal or optimal staffing plan? We talk about it. Uh you have undesired overtimelevels. You have minimal staffing issues. Youdon't want to run into a minimal staffing issue.You have reduced supervision. You have delays in improving operations.And this will likely continue until you approach those two staffing plan numbersthat we suggested, 303 and optimally 318.Right now, um you have issues that every kind of jail operation is facingthroughout the United States. You have turnover. You have retirements.You have resignations. These are all expected. You need to continueaggressively uh recruiting on a continuous basis.At the end of last year, when we did this study, they were they were at 284of those line deputies. They're at 265 now just because of some of thesevarious factors. And finally, um there's an importantissue that need to be aware when we've been talking about these line staff inthe two facilities, um that's in the adult detentiondivision. But the last bullet talks about jail supplemental staffing.And that jail supplemental staffing is no longer under the umbrellaof the adult detention division, but it is work that needs to be done. So wehave an entire chapter dedicated, chapter four,to these operations. One of them is HCMC guard duty.That requires, on average during the study, it required four deputies24/7. If you make that a fixed If you were tomake that a fixed post, that would be 20 bodies.So these are some of the challenges that you all are facingrelative to these issue areas. So make sure that youpay some attention as well to chapter fourwith respect to the operation. So what are some of the takeaways? NextNext slide, please. Um so we offered about 20recommendations um in our report. Obviously, we've beentalking about some of them relative to staffing.But what are some of the examples of the 20 recommendations? One of the umuh recommendations we made was actually um something that's being newlyimplemented we find throughout the United States. And that's deployment ofa flex pool. What is a flex pool? Instead of basically just assigningextra bodies to shifts, you deploy a pool of bodies,and then that pool of bodies or that flex pool then is assigned to differentplaces throughout the organization dependentupon need. So Deputy Matthews, if I belong to a flex pool, one day I mightcover Chella cuz she's on vacation, the next day I might go to the the hospitalguard duty, because it's available, etc. To be able to deploy a flex pool,however, you need to have enough staff. Right now, 265 compared to theirbaseline, you don't really have enough staff to deploy a flex pool. You got toget up a couple of dozens more to even start considering that.Again, reiterating, I'll only see it say it two times instead of 16 times, alwaysdevelop a staffing a fixed post staffing plan with a relief factor. That's reallycritical. We also eliminated a net three full-timeequivalent non-operation staff. Remember in the prior table, we moved from 23 to20. That's one of the things that we did. And we also suggested that you needto increase civilian staff in central records over the course of thisfour-year planning horizon, if you will. That's an additional nine line staff incentral records. Next slide, please. So, what are the next steps? What wouldI advise you as a consultant to do next? This is something we always recommendto our clients, but usually in a form like this as opposed to narratively in astudy. So, what we suggest to to you isbasically take this study and take last year's overtime studyand basically ask the Sheriff to have a report backor feedback as to what did they do with the recommendations over those twostudies. Remember, implementing theserecommendations isn't necessarily going to be a panacea for all staffing issues,but there are many, many recommendations that we suggest obviously should beimplemented. And we also point out that perhaps at the end of this calendaryear, you may want to request of the Sheriff,all right, what did you do in the 30 some odd recommendations that were madeby Matrix over the last 2 years? And then they come back with a report thatsays on this recommendation we rejected it for A, we implemented this forreason, we only partially implemented this for another reason. But at leastthat gives you feedback on what has happened relative to all of theserecommendations. And then finally, as I suggested, youshould have follow through. So well with that,very rapid, a lot quicker than what we did last year, but I know your time issomewhat limited in this particular forum. Do you have any particularquestions or would you like to discuss anything relative to the study that wasundertaken? >> Thank you for the the report. I justI'll take questions. Commissioner Anderson. >> Thank you, Chair Landy.Quick question on the relief factor and the calculation that goes into it. Youmentioned kind of specifically for the jail population, can a similarcalculation be made to other departments? I know you don't includethat in specialty, but what other considerations would we be looking forwhen evaluating umlike uhthe the work that needs to be done for say processing warrants or papers or or911 operations? >> So so typically any 24/7 operation, umwhether it's in public safety or not, should at least embrace a relief factor.So this would include your dispatch center.By example, it would include patrol. Um those 40-hour positions essentially,if you just work good days, don't necessarily need to include a relieffactor. Each one of them needs to look be looked at individually. Butcertainly, public safety as I suggested, 911, patrol, Uh, jail certainly,elsewhere, Any other 24/7 operation in other departments that you operate? Idon't know if you have public utilities or public works 24/7 operations, butcertainly those the relief factor can be incorporated into some something likethat as well. >> Thank you. Oneother thing on the um umShoot, my mind went blank. I'll turn it back over to the chair.Might [clears throat] might reserve the opportunity to comeback to it. >> I'm not sure if I'll allow that, butI'll think about it. Um >> [clears throat]>> Thank you. Commissioner Edelson. >> Um, thank you. Very helpful in terms ofyour presentation. Um withmaybe Tella this is you. Remind me again, what is the currentstaffing of our jail at at this current moment? >> Are you talking overall or the linestaff or which which number do you would you like?>> Um, I would like to know how many people we actually have in our jails. Yeah.>> 381. >> 381. Okay. And so your recommendationsare increasing >> If you looked at the entire report and Iapologize because I recognized as reviewing it, I never put a bottom linenumber in the report if you implemented all of the recommendationswhat that number would be. So, if you want afull-blown number which includes the records personnel, additional sergeantswhich we recommended, additional clerks and and whatnot, that number is451. >> Okay, so I mean I guess with thisbecause we have we have this bar that we have passed interms of where the sheriff can be um, and where our recommendations aresaying we need to be. So, to staff, I guess, the question is, where is it Whatare we doing to work with the sheriffs? Because right now, quite frankly, thesheriff could say, "I need this." But, without county approval, because of thebar we passed, they're not The sheriff's not going to be able to implement that.So, do we have Does county staff also have a projection in terms of workingwith, um, the sheriff's department to get towhere we need to be? Because we want the jail to be safe. >> Chair Lundie, Commissioner Edelson. Withregard to working with the sheriff's office on staffing, specific to theadult detention division, we are working with them. You might have heard in oneof the previous slides, I think it was slide five, uh, Mr. Matthews articulatedthat there are an additional 30-some detention deputies that are beingonboarded. So, you might recall that the number that he provided to you today,265, does not include the 30 additional, uh, detention personnel who will beonboarded later this summer. We did that because not only was 60 odd percent ofthe overtime being generated from the adult detention center. We also knowthat there's a need to increase the personnel there to meet the populationthat we have. So, we are already working with them. As it relates to the otheradditions in the report, and as I heard from Mr. Matthews today, it is a phasedprocess to given some of the constraints.The recommendations for the staff in the adult detention division is one that isbased upon not only the needs, but also the financial constraints and how wemight phase it. We have a number of, uh,reports that we've provided this body monthly as to the budget, and we willcontinue to work with the Sheriff's Office, and then report to this bodyrecommendations. But, we're doing that in preparation for the 2027 budget, aswell as the needs that we're seeing currently in the facility.>> And then and then Mr. Chair, just one more follow-up. Um for the clericalstaff um to that is are they going to be includedin that, Chella? >> Uh Chair Lundy, Commissioner Ellison,yes. And in fact, we have allowed for additional hiring there as well, whichis also in the works. And so, we know that not only do you need the detentionpersonnel to meet the needs of the detainees and the individuals in ourcare, you also need the individuals to help move the paperwork work thataccompanies the individuals in our care. And so, we're working on that. >> Commissioner Conley.>> Thank you, Mr. Chair. Thank you for this presentation. It was really informativeand eye-opening, and I very much appreciate the 4-year plan, the phasingout of the work that needs to be done. I had a couple of questions around therelief factor, right? It sounded to me like one of therecommendations was to make relief factor mandatory. So, it sounds likerelief factor is not mandatory right now. Is that correct?>> Um I don't know what happened your lastbudget cycle, frankly, but historically relief factor was notembedded in your in your staffing model, and we suggest that indeed on a moveforward basis, you should always incorporate that relief factor. I thinkChella, you you were involved in this last budget cycle, so>> So, it's not for 2026, there's no mandatory relief factor?Just to clarify. >> Chair Lundy, Commissioner Conley, atthis point, there is no mandated relief factor. The suggestion and therecommendation of Matrix is to implement it, and then to increase the assignedbodies to the adult detention division accordingly.>> Right. To bring down that overtime. Thank you. And then um I wanted to knowhow that related to the flex pool, right? So um with a mandatory relieffactor, then you can make up for the people who are out for, you know,whatever. You know, it brings down the overtime, etc. Then you also spoke abouta flex pool. So I wondered the correlation between having a mandatoryrelief factor staffing and an additional flex pool or how did the two worktogether? >> No, that that's a very good question. SoSo you have a relief factor and that is let's say in an example, we need 100staff to operate a business. Well, based on the relief factor here, you wouldneed 122 staff actually to do the work. So either you can spread those 22 staffout among all your shifts evenly and that is compensates for the relieffactor or you can take those 22 staff in the example and put them in a flex pool.And then that flex pool is basically designed to perform these various tasksas was articulated in the report. Leave coverage.HCMC guard duty. Making an emergency transport run to the hospital. So you'dpull from that flex pool initially um to provide these different kinds ofcoverages that of course would include leave and perhaps some uh some otherthings as well. >> Did that answer your question?>> Thank you. Um Mr. Chair, one more. Um it you talked about how the preferred modelat the jail would be to have non-licensed only. So non-licenseddeputies only in the jail. Which means that there would be some transitionthat would need to occur. Can you talk to me more about that recommendation? UmI think I read in the report um there are technicians. There's a There's adifferent type of title as well. So talk to me about um what the staff complementin the jail preferably to this report should look like. And then anyrecommendations you have for transferring out the non-licenseddeputies. >> Okay, very good. So, that's that's amulti-faceted question. So, so let let let me take a e- each piece at a time.So, so presently right now there are 33 licensed deputiesuh in the Patrick, correct me if I'm wrong. I think that's right. But 33 39licensed deputies within in the jail division. Ultimately, uh as I alreadysuggested, almost everyone agrees that an operation of detention deputies thatare not licensed should be fully located in the jail. So, the 100%. So, those 39licensed deputies at some point need to be transitioned out to other kinds ofsheriff's assignments or wait for retirements or or or what have you. Now,again, you can't do that now. The 39 need to be there because we're alreadyunderneath some of the the recommended uh metrics. So, ultimately, however, umyou would want to transition those 39 out and makethat number zero. So, everyone within the jailis a unlicensed or non-licensed detention deputy. Now, what you broughtup a similar you did read something. You brought the detention technicianposition. So, we made one recommendation within the report that there is anopportunity, uh we believe, to eliminate somedetention deputy positions and bring in a new job classification called adetention technician. All right? Based on the recommendation we made, thatwould save you about $600,000 a year if you transitioned, I think it was 28 uhdetention tech detention deputies to detention technicians. Now,interestingly, and as we all know, things evolve. When we did our 2015report, we actually recommended back then the detention technicians go away.Now in this report we're recommending that perhaps given the totality ofcircumstances they should come back. So So that that's one of the things thatyou were remembering. You're welcome. Commissioner Green. >> Um thank you Mr. Chair and and thank youuh Mr. Matthews for this presentation andand thank you also to the Sheriff's Office who I'm sure were forthcomingwith data and good partners. Um I had a couplequestions. >> [gasps]>> One of them is Let me Let me Yeah, which one should I do first here?Let's do the first one. I um I wanted to ask [clears throat] so a number of thethe um measures that you bring up are things that we've discussed before and Ithought I'd like to get regular updates from county administration and I'm notsure if that would take a bar or we could just talk about it here.Um but getting recurring updates on staffing level, hours, the shift ofunlicensed deputies, etc. so we could watch a lot of this over time and andstay in touch on all of this. Who should I be looking at?>> [laughter] >> Uh Chair Lundy, Commissioner Green. I dobelieve that we'll have some sequence. We are giving monthly updates as itrelates to the Sheriff's budget. Um if there is additional presentationuh I might suggest and I know incommunication with the chair of the committee that we would be looking at afuture LSJ committee to have an update on some of the recommendations and thelike for this body. >> Um thank you Mr. Chair and and Ms.Guzman-Vega. That sounds really great, and I think I just want to make surethat we do that more than once as as as needed or wanted. Um, I think to maybeto monitor it because that relates to my second question, which wasI appreciated, Mr. Matthews, you said on your slide, quote, "Matrixrecommendations should have follow-through.">> [laughter] >> And Ium, wondered if you have suggestions for that follow-through. I obviouslymonitoring the data is one of them, and that's why I've asked you about that,but do you have other ideas for us? >> Uh, yes. Uh, when we when we make thosekinds of recommendations, uh, generally speaking, we suggest that within 6 to 12months after a report is finalized that a formal follow-up report is created bythe client, in this instance, the sheriffthat basically says, "All right, here are the 29 recommendations from MatrixConsulting uh, all over the course of two reports that have been accomplished.Here's uh, a paragraph on each on what we didor did not do relative to each of those recommendations and why. And you canmake it a matrix. It doesn't have to be anything 40 pages long. It can besomething, you know, four, five pages long um, that basically indicates whatthe sheriff has accomplished or not accomplished relative to thoserecommendations. There may be reasonable reasonsthat the sheriff is not going to implement a recommendation made byMatrix. That is not unheard of. Only about 75% of our recommendationshistorically are implemented with any client. So, that means one out of fourare not. But but what that does do is it essentially,um, gives you an answer to we spent this $100,000 on Matrix over these tworeports, what what did we get out of that $100,000?If you got 29 you know, recommendations that indicateduh refused, well, hopefully there's 29refused reasons that you know, resonate with you. But that'sessentially Commissioner what we recommend, a formal report coming backto you that you can review and then you have a presentation from the Sheriffrelative to that in this kind of kind of forum.>> Um thank you. That also sounds interesting, of course.>> Commissioner, oh I'm sorry. Commissioner Medrano.>> Commissioner Fernando. >> Thank you, Chair. So [clears throat] umthank you for coming back and your >> You're welcome. Thank you for having mein the summer instead of the winter. >> [laughter]>> All right, I certainly want to acknowledge and appreciate SheriffWhite, Chief, and the Majors that are here and for all of your contributions.Um for those watching at home, this board has been very interested in thefinancial aspect across the whole organization. So this is we are lookingat workforce patterns, we're trying to pay very close attention to overtime.Uh so just want to express that and appreciate the multi-year um opportunitythat we've had specifically with you. So I have three areas. The first is aquestion. Uh I liked how methodical the relieffactor recommendation came forward, right, of that up to 303.So if we're at 265, right in the middle of that, in themiddle of the range, not quite the middle, maybe the first 25th percentileor something. And uh since you have such math here, isthere an amount of overtime that you kind of would expect an organization tohave if we're at the 25th percentile instead of at that kind of 99thpercentile? Right, that I I asked it because you'veget you've given us a lot of data on how to think about a full-time equivalenceand and that if we are implemented at thetop line, that we can expect overtime to be significantly reduced. So, just justfor our own math, not that I won't memorize the 100whatever pages over the two reports, I'd appreciate your perspective there.>> Well, I I I and other consultants and anyone in this room which I could giveyou a precise answer and I unfortunately cannot because of thecomplicated nature of overtime. Let me give you an example in in the 265 for252 to recognizing I haven't seen data, so I'monly speculating. Why could overtime be up? Well, 265 compared to 252 is notthat much higher as you pointed out. It's the 25th percentile.Also, when you bring on on board new people,they [clears throat] they don't really count in the beginning because they needtraining. So, consequently, since those numbersdon't count, you need still people to come in and fill those spaces onovertime until those people are fully trained. So, so fundamentally, whenyou're at the lower end of the spectrum, you really couldn'texpect a significant amount of overtime. Also recognizing in the relief factor,that relief factor can change every year.If five people get injured for the entire year, your relief factor goes upbecause your net annual work hours go down. So, the net annual work hours thatwe used two years ago may not be practical this year. They'regoing to be close. But even that delta related to therelief factor can impact overtime figures. So,um I would start closely questioningovertime if you got closer to the middle of that numberas opposed to the lowest end of that number where frankly, you barely haveany relief factor. >> Right.>> So, that's the best answer I can I can give you,Commissioner. >> Absolutely. Thank you. And sure, I'llkeep going. Excuse me. UmYeah, absolutely. And I I wanted to get a sense of how you might think aboutthat because it is striking that page 42 has the HCMC hospital guard function.18,000 hours. Am I seeing that right? In 1 year, 18,000 hours were specific tothis function. And so, for overtime. So, colleagues, I'm raising this becausethat's nine full-time equivalents using closer to 2,000 hours at 1 and 1/2 timesrate. Um or 750 days of 24/7. And so, um Iknow that with the county budgets, we are beginning to ask more becausefull-time equivalents is not the same as expenditure.That was very striking. I'm certainly going to be asking more follow-ups onthat. That's a significant amount. And um I appreciate your encouragement thatkind of looking at uh those uh that had the the more prominent ofovertime would be a place to investigate.Um my last comment is I'm very, very interested inthe recommendation around increasing civilian jobs. Right, you're sayingclerical, non-licensed deputies. Uh I raise this because of the flex poolidea. Technically, if we had flex workers thatcould be flexed into multiple lines of business,then, right, the county could have a flex pool that could flex into um anydepartment area. Uh if if as long as obviously they weretrained for that. So, there are some clerical I mean, I looked at the fulllist. There are some jobs where that could potentially be a consideration.Um uh obviously, a place to begin is thisis the is the hospital guard function. I mean, that was very clear in yourrecommendations that maybe that's a specific function that'soutlined. Um I know they're not the the same, but colleagues, I just wanted toraise this. It's It's intriguing. Where else is thereclerical demand or clerical over subscribing across the organization thatmight have some intersection or overlap using that flexible idea.Um and this is the first time I've seen of the flex pool idea in arecommendation format. Uh so I wanted to just verbalize that to my colleagues.That's what I have, Mr. Chair. Thank you.>> Thank you. Back to Mr. Anderson.>> Thank you, Mr. Chair. I remembered. Um this question is really more for uh Ms.Guzman Bigert. Um the in how we umimplement or construct our contracts with people who utilize our services,particularly Patrol or HCMC, we have a contract to provide security there.Uh do we historically incorporate, I'm assuming not, but are we looking atincorporating some kind of relief factor into how we look at those contractsum knowing that I think often times that's kind of built in as a an overtimeuh like the contract or who whoever we're contracting with is going to payovertime costs, but um if they're if they're incurred, but are we trying toincorporate in or factor in relief factors so that those contracts areuh more in line with paying the FTE costs as opposed to an overtime cost?>> Chairwoman Commissioner Anderson, good question. I'm trying to think how toseparate the two. You You referenced the hospital contract, which I think is alittle diff- Are you talking about providing security or the medicalcontract? >> So I would well, maybe both, right? Likeum I'm assuming there's a contract as separate contracts for both of them. Umand I know the security contract is kind of a a full-time, we have a set numberof people there. Um and I'm assuming that doesn't lead to overtime as much,but it didn't specify in in this. It was theuh overtime in the other capacity. So, um>> Uh I think with regard to if it if you are inquiring about both,I might suggest I'll confer with Chief Enderline and staff in the Sheriff'sOffice. My short answer is I don't think that relief factor is included. In fact,the the question posed by Commissioner Conley, whether or not it was mandated,it's not mandated. And so, in the contracts, I think it's it's handled alittle differently as to how services are being provided for the Sheriff'sOffice, and I don't believe that we've included a relief factor in thatanalysis. >> Sure.>> But I'll confer. I mean, I'm not thinkingOkay. I don't I'm getting a a head nod that I'm correct. So, I don't think it'sincluded. However, I do think that where there might be the need for extendedhours or what might be overtime, that would be outlined in the particularcontract or agreement that has been made with the entity providing the service.But we can follow up more specifically as to those that you've identified.>> I appreciate that. And, you know, I think part of what I'm what I'm lookingat getting is if we have a contract, um say with a city that, you know, theythey'll pay for um overtime, but there the work happens on a Monday anddoesn't contribute directly to the billing isn't happening to the cityfor the overtime. But because we're at we don't have a relieffactor, they're getting overtime that's billed to us that we're paying overtime.I'm I'm curious about how that interplay might happen or if we'relike if it's just a staffing discussion as opposed to a contract discussion. Umlike I'm happy to have that conversation, but I think that's onethat I think we should have at some point. So.>> Uh Chair Landy, Commissioner Anderson, we will follow up with the specifics asto not only the situations that you've outlined, services being provided to theSheriff's >> Mhm.>> office, and then also the services being provided by the Sheriff's staffwhen you're talking about certain overtime provided to cities. So, I'llmake sure that we cover both situations in a follow-up.>> Yeah. Thank you. >> I just I just had a a few questions. Um And I don't know if they'll be necessaryfor Matrix, I don't know what to thank youfor the uh the data. And I I think, you know, going back to 2015, we've got astudy and like um when I was a consultant, you would be aconsultant dream. I could keep coming back every 3 years to tell you what youshould have done last time and give you the same report, update some things. I'mnot saying you do that, but uh you know, it it is something about what you dowith the study. And a consultant's come in, they provide you information,probably of 80% you already knew, but you need a consultant to tell you that.But then I always look at, okay, we've got the report, we've got kind of aguideline, where do we go from here? is most important becauseuh as much as I like seeing you in the summer and without a a coat, um what wereally need to do is implement those things. And so, what I'm just going toask staff for is I would like to call our shot. I like the relief factoridea, I like the flex pool, the Sheriff doesn't have the staff to do it. And so,we need to come up with, I think, a three- or four-year plan that says,here's how we're going to hire to get to that point where we canimplement relief factor. And so, expecting a relief factor to beimplemented, we don't have to staff to implement it.Sounds really great, it's not going to happen. And so, I think we need to workwith Sheriff's Department to come up with here's numbers.It's going to take time. You can't hire all these at the sametime. Frankly, nor will the taxpayers handle one time, butI think a three or four year plan, which is basically says we're going to staffup. Um,I know Brooklyn Park is much smaller than the Sheriff's Office, but we wentfrom 79 officers to 109 over the course of five years, and it was very specific.We knew what our goal was, we knew where we were headed. It wasn't ad hoc, itwasn't oh, we got an extra buck here. It was like every year we knew that thisadd-on was going to be part of the plan. And the plan was to get to a point wherewe have the optimum staffing for the jail.And I think if we do it and say here's our plan, it becomes easier to adoptthat plan and start knowing that we still have to uh, you know, dotaxpayers, we still have to do all those other things, but I do think it'simportant because we can't expect relief factor to be implemented unless theSheriff has more staff, simple. And so, but we're not going to get tothat big number tomorrow. And so, between tomorrow andwhen that is, I think is a good exercise uh, to do that. And so,uh, you know, whatever that is, a three orfour years plan, but actually call our shot and say that we're going to have toown up to it um, and make those uh, decisions.The second thing I had was um, I'm struck by the the the two jails.And I I think both jails need updating. I don't want to spend a dime updatingtwo jails. I would like to understand what would one jail cost.One jail costing the fact that we have mental health and addiction challengesevery day, every hour, and we have a facility that was never built for mentalhealth and addiction challenges every hour of every day.What would a jail look like? And yes, I know it'll cost money, but I also knowthis, if you don't ask the question, you're never going to get the answer.So, what would one do? And then you can start to calculate in what are thesavings that we get on a hourly, daily basis using that changes.And I think this is where you might be able to provide how things might bedifferent if it was one facility. But I also I'm very struck by the factthat, you know, we've had discussions where we've had to settle cases where aperson of addiction suffers uh a medical and someone pass away. Andso, we just don't have the facilities. It is every hour that they'reencountering this. And I know our facilities aren't madefor it. And so, what would that facility look like that would have places thatwere designed for people that might have mental health or addiction issues on dayone versus we're retrofitting something to your point that you would expect tosee in the 1950s Shawshank Redemption type jail scenario. So,um I would be very interested in that. Anddoes that mean we adopt it? No, but I'd sure like to know what a number is. Whatis our savings? And maybe start to talk to some of our partners on that. Is itjust us cuz you know, is there ways that we might be able to incorporate the factthat there are city jails that feed into our system? Is there ways that we mightput all this stuff together differently? But uh I'm just very struck by when wehave these discussions about a mental health or a uh especially addictionwhere someone is coming off of uh they've shot up drugs and they end upin our jail and they have a medical emergency.We're just not made for that. That's not And so,um also I'd like to see umin my fantasy world of things I'd like to know, uhwhat would the hospital have to look like to have a better facility for thefact that we have to staff and we have people there that need to be supervised.They were never designed to have people that needed to be 24-hour supervisioninside their hospital. Is there things that Is it worth us spending money thereat the hospital that might save back on staffing issues? I don't know the answerto that. The answer may be no, but it'd be interesting to see that becausesometimes you have to spend some money to save more money over time andyou know, I definitely think that if we everget to the next stage where we're talking about capital improvements tothe hospital system that making sure we build something that has the realitiesthat we face every day at the sheriff's office would beimportant. Um,and I think those are the big ones, but I you know, for me it'swhat's a new jail? What's a real plan? 3 to 4 years we'vegot to bring in more people in. That's That's reality. You're not going to fixrelief. I really do like the relief factor. I do love the flex pool. I'vebeen members of pool probably annoyingly when you come into work and someone'slike someone is so sick. I need you to cover this department or you're coverthis or you're doing something. That's a flex pool.They're taking people and moving people around. I think that would beadvantageous to us. And so I thinkI was curious you don't have to answer if you don'tknow, but you Matrix has done studies all over the country and maybe you'veencountered where you have a county and you also have a safety net hospitalwhere you have this kind of a mix. I'm curious how do others do it? I mean arewe maybe we're doing awesome. We given what we have and the theclientele that cross the passes between justice and medical. I'm just kind ofcurious how do other hospitals handle this kind of we can't be the only oneswho have these kind of connection points. I>> No, you you you're not. This is a a massive problem throughout the UnitedStates relative to the changing populationfor incarcerated individuals over the last 15 years or so.Um where now many of them have to go to the hospital for aa variety of reasons related to mental health, drug addiction, et cetera. So,what what you're facing now, um as you already suggested, is the best probablysolution would be a capital improvement project that changesessentially umhow how how the hospital is built and structured and deployed. And thosecapital improvement projects, as as we all know, are in the hundreds ofmillions of dollars. So, the payoff that you would seeuh is is not for effectively dozens of years as it relates to dollars andcents. You so, you would have to consider someof those qualitative benefits that you would get serving that population in adifferent kind of a hospital environment. So, um but as you'repointing out, uh you're you're not particularly doing anything differentbecause of the totality of circumstances that that you're in. Some sheriff'soffices already do have a dedicated hospital unit at the facility, whereasHennepin a pre pre presently does not. Um that was one of our recommendationsto to implement that. But, you know, the broader issue you're you're discussinguh related to the hospital, related to the two jail facilities here isessentially a look forward capital improvement project kind of visionthat again you're you're talking hundreds of millions of dollars in an infiscal environment that you're in right now is is probably not practical,obviously. >> No, and thank you for that. I think thatjust if if we have I call it bills due on thetwo existing facilities where things we have got planned, it becomes less of awe're going from zero to 100% when you're like, well, we already have toput money here, we've got to put money there. And also, I do think that thatwhen we have inadequate facilities and we have incidents that happen thatrequire us to settle lawsuits, that is money out of our pockets that ifwe had facilities that were designed for the facts that we have that encounterevery day uh would help us. So, I I know that'snot you're referring to and I get it. The The payoff is ways off,but I do think it's worth those conversations to have um with that. So.Commissioner Fernando. >> I wanted to express support forunderstanding the capital question. Um I was uh Commissioner Conley and Iwere here with the ribbon cutting of the medical examiner facility, but that wasa multi-year vision thatI did not individually contribute to, but it soundsum at least parallel to what is being discussed, so that might be aninteresting anchor point because uh I've expressed many times streamlining,consolidating, regionalizing is a favorable for my lens.Second thing, uh it's a uh add to the relief factor,I just uh analysis on relief factor is a functionof the training and licensure. So, if we're going to get into relieffactor and flex pool questions, which I appreciate, um getting a strong sense ofhow many hours are needed for what function, so we can have thecorresponding training and licensure because I think that that that's kind ofembedded in the in the broader report from my perspective. So, I wanted tokind of put a finer point to that. Thank you, Chair.Commissioner Edelson. >> Um thank you. Uh and with that, you wehave the Sheriff is in the back. I would be curious to hear her perspective onsome of this since she leads this office. >> I'll invite her out. I wonder if shewouldn't, but we'll give her a minute. If>> No, thank you. No, thank you. Um Chair and commissioners, uh just somethings that I heard and thank you for all the work that you did. We really doappreciate it. As um this body knows, I've been talking about our staffing ashas been critical for quite some time. However, I want to say that we've hadsuccesses with hiring. Um and so as we figure out what this phase is going tolook like, I understand that things aren't going to happen all at once. Butagain, just going back to the fact that this job is a lot more difficultum than it once was. One of the things that I had heardsomeone mention earlier was, "Okay, um about the number of detention staff inthe jail." As you may or may not know, when I took office, one of the thingspart of my plan was to move licensed deputies out of the jail. In fact, thatwas one of our retention issues. We had people leaving who were licensed who didnot want to work with the jail. And so I believe at that time we were over 70people, over 70 licensedgive or take. And so we have been working on that plan, but what I'mconcerned about is I know that there's has also been some pushback asking if wecould pull licensed back in the jail to get those numbers up. Again, that worksdirectly against our retention of licensed deputies. So I just wanted tomake sure I put that out there. I also heard a comment about city jails. Sojails are licensed, there's different classification license. City jails arenot classified to hold people and for long-term such as the county jail. Infact, it's the sheriff's statutory mandate to run the county jail. So Ijust wanted to add that as well. Another comment in regards to guardingpeople at the hospital. For your awareness, if they're not in HennepinCounty Sheriff's custody, those are we only guard people that are in ourcustody. If an arresting agency had someonewho did not have a warrant, a Hennepin County warrant, they are the ones whoprovide that guard duty, not the Sheriff's Office.Um in regards to the technical the uhtechnical staff or clerical staff, as you may know, well, I don't think any ofus were here when this happened, but we had a phase out um approach to removeall the um technical staff that we had say that were working in our controlrooms. It took 15 years to to get to that point. I think our last one retiredmaybe a year or two ago. Um one of the things about that position, you needsomebody who's going to be there on a regular basis. Now, as you know, I havea lot of time with Dakota County. We did that there, too, and it just didn't workbecause your staff your pool is so much smaller. So, it's almost better as faras um retention um and and actually knowledge of the job to have that assomebody who's there who knows the facility because now we're talking aboutsafety and security of not just the staff, but the people that we oversee.Um and I just I I think um something that was not done when this uh study wasdone is Minnesota Paid Leave Act. I want to say that we have 28 people that areout. So, when we're talking about relief factors and things like that for a 20 of24/7 operations the that's kind of changed now. Uh thenumbers that you do get um don't often show you what our boots onthe ground is. You know, we have people out on FMLA. Now, the Minnesota PaidLeave Act. We have people that are injured all the time. And so, thosenumbers are very on a daily basis it can change. So, Ijust wanted to point out all of those things um as I'm sitting up herelistening. And again, I do appreciate the study that you did. I appreciate youall taking the time to listen to um to um his findings for this report andI'm I'm in it to be a team player to figure out how we're going to get therebecause when we're talking about the wellness of our staff who have some ofthe most difficult jobs, you know, we got to look out for them, too. Thankyou. >> Thank you. I think that is it for questions. I knowmuch work left to be done. I have written down answer uh questions anduh and I know the Chala has as well and the sheriff I know is making notes. So,uh more to come and so just want to I thank you again. Uh we'll invite youback in January when you'll feel more comfortable. So.>> I [clears throat] I appreciate that and I'll wear a coat that time. Thank you.Thank you. Nice to see you all again. >> [gasps]>> We do have a one routine item uh which is 3A. If I get a um>> Move approval. >> Second.>> We have a motion and second for 3A. That's amendment to seven agreementswith local agencies to provide services to children at risk for truancy oreducational neglect. Extend the end date to 6:30:27.New combined not to exceed amount of 2,365,000. I'll turn over Chala for background.>> Chair Lundie, Commissioners, I'd like to invite Kelsey Dawson from the CountyAttorney's Office Be at School Program to provide background on 3A. Good afternoon, Chair Lundie andCommissioners. My name is Kelsey Dawson, Division Director at Be at School withinthe Hennepin County Attorney's Office. I'm here today requesting approval ofthis routine item to renew contracts. Be at School serves as Hennepin County'sprimary truancy and educational neglect intervention program and often is afront door for educational support in Hennepin County.We receive approximately 10,000 referrals each school year fromdistricts across the county and are often the initialcounty touchpoint to engage families when attendance concerns arise.Throughout through this work, we gain a unique view into the barriers affectingstudents' ability to access and succeed in school.The students and families we serve often face significant barriers to schoolattendance, including housing instability, trans- transportationchallenges, mental health concerns, community violence, family crises, andother complex family needs that impact school attendanceand engagement. The contracts before you are a critical part of our truancyintervention work, providing community-based, culturally specificcase management and support. You will note that we have reduced the number ofcommunity agencies that we are contracting with moving forward.And this is a reflection of both fiscal reality we are facing,excuse me, [clears throat] and our intentional work to maximizeimpact. To that end, we are focused on contracting with community agencies thatcan bill the state for case management and collaborating with our youthdiversion team to be able to use utilize their contracts with community agenciesthat can provide services to youth referred to be at school.We're building a more sustainable and effective model for our future.Ultimately, these contracts will allow us to continue serving as the county'sfront door of education for education, and approval of these contracts willallow us to continue this important work while balancing student and family need,program effectiveness, and fiscal stewardship.Um thank you for your consideration. I'm happy to answer any questions.>> Thank you. Any questions? Commissioner Conley.>> Thank you, Mr. [clears throat] Chair. So, thank you for that. Um I reallyappreciate the variety of organizations that are being funded to do this work.And I also appreciate that we, again, are looking at ways that we can haveorganizations bill the state for reimbursement, because that's really areally good option for for organizations. And umfrom that, are how are you helping organizations sort of navigate thatsomewhat cumbersome process of being reimbursed through the state or umuh using the services that they have justbasically going through the process of reimbursement for the services that theyprovide. It can be cumbersome. They can ask for a lot. What are you hearing? Areyou able to provide any technical assistance to organizations? How is thatworking? Thank you. >> UmCommissioner Conley, Commissioners, yes, we are very much it's a very cumbersomeprocess it can be and we've had several organizations be reallysuccessful in in navigating that. So, we ourselves are providingsupport and then we have our partners at the state aswell and then through our other organizations they're helping each otherreally navigate those processes. >> Thank you.>> So, the questions, comments. UmFirst of all, thank you for the briefing. I just have one question.I look at this list and I don't see anything that would impact my area. Um Iknow I don't know every group that's active in District 1. Umbut this looks a whole lot like Minneapolis and I know that I havekids who have got to be crossing your desk and have families that have needsave needs. So, I'm just kind of curious. It seems rather Minneapolisfocused. And I know people like to think thesuburbs is different or not or the same but they'renot. I also haven't seen I think with some ofthe the West African groups are missing from this and soI'll stop there. That's what sticks out to me isuh this looks like a Minneapolis solution.>> Yeah, so you know, we're really you know, we're really shifting our model tomove toward that more geographic base and one of the things we're startingwith is internally. So, what we're we've done is we've divided ourall of our districts we looked at the kind of four highest reporting districtsand then we've started to cluster districts around there. I mean, one ofthe things that we've know is that relationships are key and veryimportant, and so we will be assessing this through this contract period um theneeds of the geographic needs as well as the cultural needs of of the agencies orthe the students and the families that we're serving.>> I it just geographically this does not cluster at all if I>> Right, but you know right now Commissioner Lindy, we um andCommissioners, we um Like I said, I mean we are serving thosedistricts in in in your um in your district as well. Um and it's about therelationships. I mean a lot of times um the organizations may like have behoused um in a particular city. It doesn't necessarily mean they don't havethe relationships in the community. Um and so but we're very very much hearwhat you're saying on that, and we are very much taking our demographics ofwho's being reported to be to to look at that too. So we're going to kind ofslice it almost like we did with the um some of the blue line um contracts wherewe kind of looked at that geographic split and the cultural split. We'remodeling that approach as well. >> Okay.Um I maybe I'll I'll find time in your calendar we can talk more cuz I I dothink this is important work. And I think uh I just you know I'm looking atand I also know that people cross borders. That isn't something, but Ialways kind of go with if I've never heard of them>> Yeah. >> active, then I'm always wondering, but Istand to be corrected. So I'll just find time later to talk through it with you.>> Commissioner Lindy, yeah, we I would love to talk more about that.>> Okay. Thank you. Any other questions? Seeing none, all those in favor say I.>> I. >> Opposed? Motion carries. Thank you verymuch. >> Thank you. >> And with that the agenda of the LawSafety and Justice Committee is complete. We are adjourned. >> Good afternoon. I'll call to order theHealth Committee on this Tuesday, June 23rd, 2026. The first item of businesson our agenda today is to approve the minutes from the meeting held June 2nd.Is there a motion to approve? >> So moved. Second.>> The minutes have been moved and seconded. Any corrections or comments onthe minutes? Hearing and seeing none, all those in favor, please signify bysaying I. I. Any opposed? The minutes have passed. We have one item of routinebusiness on our agenda today. Item 2A is an agreement through HRSA for the RyanWhite HIV AIDS Program Part A Emergency Relief Project Grant. The dates on thisare March 1st, 2026 through February 28th of 2027. We are increasing thereceivable just over 4.3 million for a total new receivable of just over 6million. Is there a motion to approve? >> So moved.>> Second. >> It's been moved and seconded. Wouldanyone like a summary of this item that we see very regularly on agenda.>> Good. >> Yes, please. Uh Sarah Holly is with usto give an overview. >> Thank you, Madam Chair, Commissioners.I'm going to invite um Alyssa Fountain, our Ryan White Manager, to give anoverview and background on this item. >> Thank you. Welcome, Alyssa Fountain. >> Hello. Thank you for having me. AlyssaFountain, Ryan White Program Manager. Um this is a routine funding award fromHRSA for the Ryan White Part A um emergencyrelief grant. Um as noted, the funding year is March1st of this year through February 28th of 2027.Um the Ryan White Program here at Hennepin County um includesthe Minnesota Council for HIV AIDS Care and Prevention, which is a communityplanning body, which prioritizes the services funded by the grant,and allocates those funds to those services based on the needs of peopleliving with HIV in our jurisdiction, and the demographicsof the HIV epidemic. Um the Ryan White Program providescomprehensive and culturally responsive HIV core medical and supportive servicesto low-income people with HIV residing in our 13-county grant jurisdiction.Our Part A grant currently provides funding to 12 clinic and community-basedorganizations that provide 13 distinct core medicaland supportive services to over 3,000 people living with HIV in our grantjurisdiction. Those core medical services includeearly intervention and outpatient ambulatory health care services,medical case management, mental health and outpatient substance use disordertreatment, medical nutrition therapy, and home andcommunity-based health services. The supportive services included in thosefunding awards include housing assistance, food bank and home-deliveredmeals, psychosocial support, health education and risk reduction services,and legal services for those living with HIV.>> Thank you so much. Questions, colleagues? Commissioner Fernando?>> Yeah, thank you. I just wanted to uplift this work and I know we just recentlyhad our HRSA visit, which is uh a very laborious uh time period where a lot ofthe providers and um you know, it's a very It is avery diverse board in terms of expertise and the providers that are there. So, Iwanted to uplift the work, wanted to express gratitude with respect to thesite visit and I but I did ask this feels like similar numbers from a fewyears ago. How is it a $4 million revenue? Was it Was it from compared tolast year? >> Um so, the the increase of $4 million isour full award. So, we initially received a partial award earlier in theyear that was a little over $1 million. This um over $6 million award is ourfull notice of award for this funding year.And it is comparable to funding received in the last funding year.>> Okay, great. That's what I was That's what I wanted to clarify. Theyseem uh comparable. Thank you, Jared. >> Thank you. This certainly is work thatshould be uplifted. Thank you. Other questions? Yeah, other questions orcomments? All right. Seeing and hearing none, all those in favor, please signifyby saying I. I. Any opposed? That item passes. That brings us to the end of ouragenda. I will declare us adjourned. >> I will call to order the Human ServicesCommittee. It's Tuesday, June 23rd. It is 3:03 p.m. And I'm the chair, HeatherAlderson. Our first order of business is to approve the minutes from June 2nd. Uhif there's any changes, otherwise I'll have a motion.>> So moved. >> Thank you. All those in favor, pleasesay I. I. Uh opposed? Motion carries. We have tworoutine items before us uh um under new business before us today.Um if I could have a motion to move items 2A and 2B before us, I will readthem into the record. >> Second.>> Thank you. Item 2A is a Human Services and Public Health resolution includingcontracts and amendments to contracts with providers. More information iscontained in the board report 2608. And item 2B is an amendment to a jointpowers agreement with the Minneapolis City Attorney's Office updatingfunding-related uh language in an agreement between the City ofMinneapolis City Attorney's Office and the HumanServices and Public Health Department to support early engagement of high-riskresidents and extending the date through December 31st of 2026. Are there anyquestions to this? Um Commissioner Conley.Uh yes, um Cream Murphy. We if you could have a awith that Oh, or David. Sorry. I see you and I just go straight to you. Iapologize, Mr. Hewitt. Um if you could give us an overview of 2B.>> Uh absolutely, Chair Alderson and Commissioners. I'll actually ask LeahKaiser, Director of Behavioral Health, to provide that overview. >> Welcome, Leah.>> Hi, good afternoon, uh Chair and Commissioners. Leah Kaiser, Director ofBehavioral Health. The agreement before you is to amend an existing joint powersagreement ending December 31st, 2026 with the Minneapolis City Attorney'sOffice to partially fund two embedded social workers for a total of $152,352. The embedded social workers offervoluntary early engagement to high-risk residents on the Lake Street corridor.Their work is designed to reduce the likelihood of law enforcement contactthat often leads to voluntary deep end interventions while ensuring low barriertimely access to needed behavioral health and related social services. In2025, they had over 6,000 interactions with this vulnerable population andthrough these encounters actively engaged with more than 1061,600 residents, excuse me. Um we've been participating with theMinneapolis City Attorney's Office in this agreement since two uh 2024 and I'mhappy to answer your questions. >> Commissioner Conley.Thank you. Thank you for that overview. So I I knew this was kind of arelatively new JPA with the city. The embedded social workers, are theseembedded with 911 or are they located somewhere else within the city?>> Yes, Madam Chair. Um these particular social workersuh operate out of our Behavioral Health Center located at 1800 Chicago and theyprimarily are on the streets on that Lake Street corridor. So they're outthere actively engaging residents. They certainly will take referrals from, youknow, local businesses, from other social service agencies, from policedepartments, etc. But um they're they're housed out of 1800 Chicago.>> That's really good to know. Thank you. And just to follow up, um do you knowwhat the expanse of Lake Street that they kind of cover? Do you know how fareast they go? That could be a follow up. I'll just email you about that. Um thereason I ask is this is really really good work and we should just have socialworkers deployed uh all over if you ask me as a social worker.Um and um I know that there are areas east of Lake and Hiawatha that aren'treally covered and that's where our East Lake Library is, the Coliseum building,downtown Longfellow is what it's called and they um have been kind of asking forum some additional social workers in the area. So that's how I was wonderingabout the um the expanse. I would also, and this could be a futurepolicy conversation, but I would also really be interested in how we couldutilize embedded social workers in this manner with the city for areas umalong 24th and Cedar right now, which is very, very active um with a lot goingon. I know that, you know, our um our our really great folks in the purpleshirts, Streets to Housing, they're always out, they're everywhere. We alsohave lead workers who are out, but I certainly think that this sort of modelof social workers that are embedded to really be on the street and engage withfolks is is a model that works and it works well and I'm glad that we're doingit with our cities and I I see some areas um I can only speak for mydistrict, but I certainly see some areas um that could use a little bit of ofexpansion of that. So thank you for the good work and um that's it. Thank you.>> Okay, Commissioner Fernando. >> Thank you, Madam Chair.Um similarly for follow up, I'd be interestedreally any of our outreach teams, but I'm happy to use this JPA as an example,the relationship between our street outreach and opioid deaths specifically.Um I'm really troubling disparity uh with within Minneapolis and um I am uhcertainly asking these questions of the city as well, right? I'm not I'm I'maware that we are not the primary leader with respect accountable leader withrespect to opioid death and uh any street outreach activity that we'redoing, but certainly anything specific to interventions that are working. Inthis case, 60% paid by the city, 40% by the state. That that if this if this isan intervention that is working for other favorable outcomes,we might prioritize this as both effective in its outcome andcost affordable for the total taxpayer. So, just more follow-up. Thank you, Mr.Chair. >> Any further questions?Well, thank you, Leah. Um, also big fan of the social workers. So, great greatwork. Um, all right. With there's no otherquestions, um, all those in favor of items 2A and 2B,please say I. I. Opposed? The motion carries. That concludes the HumanServices Committee. We are adjourned. >> I will call to order our Public WorksCommittee for today. Our first item on the agenda is approving the minutes fromour previous meeting. May I have a motion?>> So moved. >> And a second. We have a motion and asecond. Any additions or corrections to the minutes? Hearing none, all those infavor say I. Any opposed? The minutes are approved. Um,we have a bunch of routine items. Items 2A through 2G are all routine and Iwould look for a motion for the block. >> block, Mr. Chair.>> And a second for the block? Thank you. I'll read them into the record. Item 2Ais authorization to acquire right of way by direct purchase or condemnation forvarious transportation projects. Um item 2B is an agreement with TKDA forpreliminary design engineering and professional services for reconstructionof CSAH 9, 42nd Avenue in Crystal, Robbinsdalewith the county cost uh not to exceed of $1.1 million in transportationadvancement account, complete streets. Item 2C is an agree agreement withBolton and Menk for preliminary design services for CSAH 101 uh south of 394.Um theuh county cost not to exceed of $1.4 million in state aid municipalfund. Item 2D is an amendment to an agreementwith Bolton and Menk for final design engineering and construction support forCSAH 5 or Franklin Avenue reconstruction uh with increasing the not to exceed umof 3. just over $3.4 million in state aid regular and extending the period to6/1 of '28. Item 2E is an amendment to an agreement with Stantec ConsultingServices for professional services for CSAH 52 or Nicollet Avenuereconstruction increasing the not to exceed to $2.75million uh 2.55 in state aid regular and 0.2 in transportation advancementaccount preservation. Item 2F is to negotiate an agreementwith Eden Prairie uh with Twin Cities and Western RailroadCompany for bridge numbers 27502 replacement uh estimated receivable of$35,000. And item 2G is to negotiate and executesix healthy tree canopy grants agreements. Uh the period of 8126 to73127 with a total not to exceed of $138,000and and $25.Any questions or comments on these items? They're all pretty routineagreements. Um I did just want to call out the healthy tree canopy grants whichare always fun to see and are benefiting communities across Hennepin County.Yes, Commissioner Lindy. >> Thank you, Mr. Chair. I just had aquestion on the 42nd Avenue. Um and I only ask this because I just had twomeetings with Crystal and no one asked me about this project. So, I just goingto ask the question. The alarms went off because I can't go anywhere in there andnot have questions on road projects. Is that something that looks like apreliminary design that the the city council they've been briefed or is itstill early for them in the process? I'm guessing you probably work with Jesse atthis point. >> Mr. Ernie.>> Chair Anderson, Commissioner Lindy, I will invite Jessica Christiansen toshare a little bit more about where that project is in the schedule. >> Thank you.>> Thank you, Mr. Chair and Commissioners. Um Commissioner Lindy, Commissioners, umthe project is really just at the very beginning stages. We're just kicking itoff. So, we may have um spoken with the city's staff um and incorporated them inour selection panel. I don't know that for sure. We usually do invite thecities to participate in that selection panel with us though, but we have notbeen to city council or anything like that yet. We're just at the very earlyum data collection stages and getting the design kicked off.>> Uh thank you. Then all is well cuz there's no way Isurvive a meeting with Crystal not have 80 questions on any county roadpotential road work in the future. So, that would make sense. I justif that's the process. So, thank you. >> Any other questions or comments from mycolleagues? Seeing none, all those in favor say I.Any opposed? That block is approved and our meeting is adjourned. Thank you.