During the meeting, a portion of time was devoted to approving a service agreement with the University of Wisconsin Superior to conduct a mobile crisis response needs assessment. This decision came as the board acknowledged the importance of evaluating potential mobile crisis response options, especially in light of low call volumes in the area. The assessment is fully funded by a grant. The initiative aims to explore alternative models for mobile crisis response while considering future funding uncertainties. One attendee praised the proposal, describing it as well-executed and cost-effective, and the motion passed unanimously without further discussion.

In parallel, the board tackled the complexities of the 2026 public health and human services budget. The preliminary budget proposal outlined a net county cost of $3,123,977. Notably, the 2026 levy request is projected to be 27.8% higher than the approved levy for 2025, largely due to the absence of a planned use of fund balance, which had previously supplemented the budget by $566,645 in 2025. No additional full-time positions are slated for the upcoming year; however, reductions in working hours were proposed for specific roles, including a public health educator and an economic assistant case aide.

A focal point of the budgetary dialogue was the economic assistance budget, where a commissioner questioned the efficiency of allocating approximately $900,000 for personnel to disburse about $300,000 in assistance. This led to a broader conversation about the transparency and justification of administrative costs versus programmatic funding. Concerns were raised about the return on investment, prompting a discussion on the mandates requiring service delivery and whether those services are adequately funded.

Additional budgetary concerns were expressed regarding the increases in staff training and travel expenses, which rose by 149% under economic assistance and 133% under social services. This proposal followed a detailed explanation that increases included both required training for staff and travel related to client visits, driven by a growing waiver load that necessitates monthly visits.

The board also deliberated on the sustainability of utilizing the fund balance to support specific programs, such as child care subsidies and out-of-home placements. The proposed child care wage subsidy program, with allocations of $366,645 for both 2024 and 2025, was noted to impact 197 spots in licensed care. However, the sustainability of this funding strategy was questioned, as reliance on the fund balance was deemed unsustainable in the long-term.

The discussion touched upon the broader fiscal strategy, which aims to avoid adding to the financial burden of taxpayers while maintaining essential services. This approach was mirrored in the decision to refrain from using the fund balance in the 2026 budget, with the aim of maintaining a fund balance of at least 42% as per county fiscal policy.

Furthermore, the meeting addressed concerns about the reduction in funding requests, particularly for the Cook County Council on Aging, which faces a significant funding cut. The council’s essential services are at risk without a more stable funding source, highlighting the need for careful fiscal management.

The meeting concluded with updates on various community health initiatives, including efforts to improve public health outreach and crisis response services. Noteworthy programs such as the lactation tent at community events and a campaign to educate caregivers about cannabis were highlighted, alongside discussions on food insecurity and the development of a resource directory website.