The Finance Committee of the Cook County Board will come to order and the Secretary will call the roll.

Thank you, Chairman.

Commissioner Aguilar.

Commissioner Naya?

Aye.

Commissioner Britton, present.

Thank you, sir.

Commissioner Dagnan.

Present.

Thank you.

Commissioner Gaynor is excused.

Commissioner Laurie.

Present.

Commissioner McCasco.

Commissioner Miller.

Commissioner Moore.

Commissioner Marita.

Morita present.

Commissioner Marita is present participating remotely.

Commissioner Kevin Morrison?

Commissioner Sean Morrison is excused.

Commissioner Scott.

Commissioner Stamps.

Is excused.

Commissioner Trevor?

Present.

Commissioner Vasquez.

Thank you.

Chairman is present.

Chairman, you do have a quorum.

The following members are excused.

Commissioner Gaynor, Commissioner Sean Morrison, Commissioner Stamps.

There is a quorum, sir.

And one re uh participating remotely.

Commissioner Lowry.

Thank you, Chairman.

I'm going to move to allow remote participation, but I'm going to do so by adding this.

As chair of rules for both Forest Preserve and Cook County, my office is going to forward a letter to each Commissioner, again, detailing the process relative to requesting an allowance for remote participation.

We are going to enforce the 24-hour rule.

In situations where an individual has some type of exigent circumstance, the chair of the given committee will be given discretion to allow participation or not.

But I want to be clear, exigent is not the same as inconvenience.

So we are going to enforce this rule moving forward.

I'm saying it now so that everyone can hear it as part of the recording today.

A letter will follow, and that is how we're going to proceed going forward.

And Mr.

Chairman, I'll second the motion and I will vote in favor of remote participation.

And as to my committees, the same rules will be applied.

This is a motion for remote.

It's been moved by Commissioner.

Commissioner Lowry second by K Commissioner Bretton.

Commissioner Ackilar, you vote?

I and Frank did.

Yeah, just for clarification.

Vote for the remote participation, but isn't it?

I mean, I would just understand.

Isn't it up to the discretion of the chair?

Or is it the rule dictates?

All right.

Just to just your vote clarification.

The chair can allow us.

So just clarify the chair can allow remote.

The chair could allow it, but again, it it's certain circumstances.

The rules require a letter to the chair, uh unless something that they occurs and comes up.

But I again we could allow it.

We've received uh we've gone through this before.

The chair has made it very clear.

He intends to has stated publicly and he's sending a letter.

And then as chair is if we might chair.

Okay.

It's going through uh Commissioner Lowry.

Thank you.

Your vote?

Commissioner Aguilar, your vote is.

Oh, aye.

Aye.

Commissioner Aguilar is aye.

Commissioner Naya.

Commissioner Britton?

Aye.

Following votes for aye.

Commissioner Dugnan.

Aye.

Commissioner Gaynor is excused.

Commissioner Lowrie.

Aye.

Commissioner McCasco?

Aye.

Following votes for aye.

Commissioner Miller.

I want to say thank you, Commissioner Lowry, for the explanation, but know that in this committee, even right now, we are voting against our rules for remote participation.

So we're allowing this that is disallowed by our rules at this time.

Right?

So because the letter was not received in proper notification, and it's not just a letter received with proper notification.

There are certain circumstances that will allow such letter to be received.

So I vote present.

Commissioner Miller's vote is present.

Thank you, ma'am.

Commissioner Moore.

Aye.

Commissioner Moore is aye.

Thank you, sir.

Commissioner Marita.

Morita I.

Commissioner Morita is aye.

Commissioner Kevin Morrison.

Commissioner Kevin Morrison is aye.

Commissioner Shell Morrison is excused.

Commissioner Scott?

Aye.

Commissioner Scott is aye.

Commissioner Stamps is excused.

Commissioner Trevor.

Aye.

Commissioner Trevor is aye.

Commissioner Vasquez.

Aye.

Commissioner Vasquez is aye.

Mr.

Chairman, your vote.

Aye.

Chairman.

Thank you for the clarification.

Chairman, 13 ayes, one present, and three excused.

Madam Secretary, any questions to the agenda.

Chairman, there are two erratas for your committees.

First errata is page 7, file number 260721, which changes some language.

Second errata is page 5 of the main finance agenda of file number 26, 1585 with also strikeout and replacement of some language.

Thank you.

Public speakers.

You have two speakers.

Please be reminded of our public speaking rules.

I don't see them in the room.

Taiwan Sims.

Taiwan Sims.

Jessica Jackson.

Okay.

No response.

So that concludes your list.

Commissioner Britain.

Thank you, Mr.

Chairman.

Oh, do we do the minutes already?

No, I'm sorry.

Exactly by Commissioner Scott.

All those in favor removed.

Oh.

No motion carries.

Commissioner Burton.

Thank you, Mr.

Chair, members of the committee.

I move to receive and file 261555, the court orders report for April 18 through May 15, 2026.

To approve the special court cases on page two to approve as amended in the Irata proposed settlements on pages two through five.

To approve 26154, the workers' compensation settlements report for May through early June 2026.

Approved 261573 workers' compensation claim report for April.

Approved 261643.

Workers' compensation payment risk management settlement reports for May.

Approved 261561 patient arrested claims report for the month of April.

And approved 261576, the claims recovery settlements for the month ending May with a total number of recoveries of three.

It's been moved by Commissioner Bridden.

Second by Commissioner Dagnan to receive and file items number uh item number two six one five five.

Approve all special court orders, approve as amended in the errata, the proposed settlement letters, approved 261584, approved 261573.

Approve all the following 2616 1643, 261561, and 261576.

Any questions?

All those in favor roll call.

Roll call votes are Commissioner Aguilar, your vote?

Aye.

Commissioner Naya?

Commissioner Britton.

Aye.

Commissioner Degnan.

Aye.

Previous votes for all I.

Commissioner Gainer is excused.

Commissioner Larry.

Aye.

Commissioner McCasco.

Commissioner Miller.

Aye.

Commissioner Moore.

Commissioner Marida.

Commissioner Kevin Morrison.

Aye.

Previous votes were all aye.

Commissioner Sean Morrison is excused.

Commissioner Scott.

Aye.

Commissioner Stamps is excused.

Commissioner Scott's vote was aye.

Commissioner Trevor.

Aye.

Commissioner Trevor is aye.

Commissioner Vasquez.

Is absent.

And uh Chairman Daly, you're aye.

Chairman's vote is aye.

Chairman, 13 ayes and forced.

Your vote, ma'am, is aye.

Yes.

Fourteen ayes.

Three excused absent, sir.

The item is approved.

Commissioner Trevor.

Thank you, Chair.

The items are approved.

I move to receive and file 261599.

Comptroller's report for the five-month period ended April 30th, 2026.

I also uh move to receive and file 261604, CCH report for June 2020.

Second by Commissioner Britain to approve 26159 and 261604.

Any questions?

Cyril.

And the followed by the Scott.

Good morning, Commissioners.

Chairman Daly.

Cyril Thomas Comptroller.

For the five-month period ending April 30th of 2026, the general fund had a favorable net budget variance of 344.1 million.

It was comprised of a 264.3 million favorable revenue variants and a favorable expense variance of 79.8 million.

The favorable revenue variants is driven primarily by county sales tax, property tax, and cigarette tax receipts higher than forecasted.

The health fund had an unfavorable net budget variance of 47 million on a budget or cash basis.

It was comprised of a 15.8 million unfavorable revenue variants and an unfavorable expense variance of 31.2 million.

The accrual-based financial reports prepared by the health fund are a better indicator of its financial condition as enterprise fund.

State revenues update through April 30th of 2026.

The receivable was comprised of 20.1 million from AOIC administrative office of Illinois Court, 0.5 million for rent, and 71.6 million for federal pass-through and state direct grants.

In fiscal year 26, the Federal Government canceled 1.2 million in one-time grants.

That concludes my report.

Does anyone have any questions?

Any questions for any of the members?

If not, uh Kokani Health.

Commissioners uh Scott Spencer, interim CFO for CCH.

So as mentioned on a year-to-date basis, um the health system is 47 million unfavorable to budget.

Revenues are 16 million unfavorable led by patient fees and uh higher uncompensated care than uh than budgeted.

Um expenses are 31.2 million unfavorable led by uh claims expense on the health plan.

Uh we have no past due capitation from the state at this time.

Um also wanted to uh uh mention that uh the uh we did receive the RFP um uh for the uh for the health plan um and so county care uh was one of the uh six plans that uh uh was awarded the uh um the uh plan for the future.

That's good news.

Any qu any questions by any of the members?

If not, the motion is uh made by Commissioner Trevor, checked by Commissioner Purden to receive and follow the two items 261599 and 261604.

Roll call.

Commissioner Aguilar, you vote?

Commissioner Naya.

Hi, Commissioner Britton.

Aye, Commissioner Degna.

Previous votes for all I Commissioner Gaynor is excuse, Commissioner Laurie.

Hi.

Commissioner McCaskill.

Commissioner Miller, Commissioner Moore.

Commissioner Marita.

Commissioner Kevin Morsen.

Previous votes for all I Commissioner Sean Morrison is excused.

Commissioner Scott.

Aye.

Commissioner Scott is uh Commissioner Trevor?

Aye.

And Commissioner Vasquez.

Aye.

And Chairman.

Previous votes are all aye.

14 and 3, Chairman.

Yeah, approved.

Commissioner Lowry.

Thank you, Chairman.

I now move to approve as amended in the errata item 26-0721, a JEC resolution for grant awards to community organizations from the 2025 Notice of Funding Opportunity for the Cook County Community Violence Intervention Initiative.

And I move to approve item 26 1336, a proposed ordinance amendment for the firearm and firearm ammunition tax.

And I move to receive and file item 26-1025, Office of Research, Operation and Innovation FY25 annual performance report.

It's been moved by Commissioner Lowry, second by Commissioner Burden to approve his amended in the errata 260721, approved 26136, and receive and file 261025.

Uh I know the um the ROI has a presentation, but are there any questions on the any of the items?

ROI minded to give a short presentation.

If her uh slide deck could please be loaded, okay.

Good morning, uh Chairman, Commissioners.

Um Carrie Ann Carallis, uh Director of the Department of Research Operations and Innovation.

I am pleased to present to you today the uh 2025 annual performance report that was published on May 6th.

Um we're going to today uh briefly provide an overview of changes to the report, how to use the report, um, and why we're making these changes.

Um before I dive into the presentation, um I do want to just take a quick moment to recognize all of the hard work um from county staff and the ROI team um in in putting this report together.

Um this report represents a single deliverable, but it is the result of nearly two years of effort to strengthen how we define, measure, and communicate performance across the county.

We've asked teams to learn new processes, rethink long-standing approaches, and navigate change while continuing to manage their day-to-day responsibilities.

We thank all of you for your expertise, your dedication, and willingness to do the hard work of continuous improvement.

And do we have it in?

It's up.

Oh, okay.

Perfect.

Thank you so much.

Um so on the next slide, um, we have a summary.

Again, the report was published on May 6th.

Um the uh report reflects for offices under the president the new performance structure that includes defined goals and outcomes alongside metrics, um, data visualizations and narrative justifications.

This provides a more robust performance framework that allows us to provide the context of what departments are accomplishing and how we know when they've accomplished that.

Um the report also has both established metrics, so metrics that have been previously reported, and there are some new metrics that we'll talk about as well.

When you see new metrics, those began tracking in this fiscal year.

Those footnotes reflect those changes.

And then in 2026, we have begun working with our separately elected and appointed offices to bring them into the new format.

Meaning in the report, you're going to see that they are using last year's format, but we're working to bring them into this new structure for the 2026 report.

We also have department and agency representatives representatives, excuse me, in attendance on teams that can respond to any of your questions specific to their department's performance.

So on the next slide, we just have a quick summary to talk about why performance is important and what this new structure works to accomplish.

And so obviously, the most important reason is that we want to ensure that we are serving residents as efficiently and effectively as possible.

But we do that by supporting data informed decision making, which means we have data available to staff and their teams so that they can use that to make decisions about how to serve the public.

This also contributes to building this culture of continuous improvement, which means that we're always learning, we're always reflecting, we're always adapting our services to make sure that we are able to continue to improve.

But this also gives employees the empowerment to use that data to make better decisions.

So on the next slide, we have sort of a look back.

So the annual performance report, of course, have is has existed much longer than 2023, but over the last few years we have been making some incremental changes that have resulted in the larger changes that you see in this report.

So you'll remember that in 2023 we had mission alongside metrics.

In 24, we included the narrative justifications.

And then on the next slide, we have what you see for this year, which includes not just mission, narrative, and metrics, but those are now contextualized within a logic model framework.

On the next slide, we summarize, and you can also find this within the report exactly what is a logic model.

And so a logic model maps what a department is doing, what resources they have, what they're working to accomplish, and how we know when they've accomplished it.

The blue items are included in this report to provide that context to metrics so that we can understand what departments are working towards and why those efforts matter.

We'll continue to build out additional components of the logic model moving forward, but hopefully this will help to provide an understanding of where we're going.

On the next slide, we have just a quick summary of exactly how the report works.

So again, we always have the mission that defines why we're doing what we're doing.

The goal explains why we're or what we're working to achieve, and the outcome defines how we know when we've accomplished it.

We then use metrics to measure both outputs and outcomes, meaning we can measure both what we're doing and what the changes we expect to see.

In a lot of cases, we're still working on using metrics to measure outcomes, but that we still want to provide that output measurement for context.

So on the next slide, we have just a quick example of how then you apply this new logic model.

So this is an example of the Department of Human Rights and Ethics.

One of the goals that they have is to promote local human rights and labor laws.

That's what they're working to accomplish.

And they know they'll have accomplished it by the three outcomes that they've set forth.

So, for example, one of them is enhancing community awareness of human rights, labor laws, and housing protections.

They'll then measure that with the three metrics that are listed.

So the connectivity between goal, outcome, and metric hopefully helps you move through that report.

So on the next slide, um, we just want to underline that the structure that we have moved to is not only outlined in county ordinance related to our annual performance report, but it also is considered a best practice.

This means that we are using the new structure to provide that context and purpose, utilizing goals, outcomes, and metrics as one source of information, meaning it's a jumping off point to continue to learn more.

We then leverage qualitative data alongside that quantitative data to tell the story.

And then again, continuous improvement, meaning that we're always revisiting the structure, but we're using this structure to continuously improve using those feedback loops and learning.

And then we've also worked to align performance reporting across reports.

So on the next slide, we have a summary of not just that we say this is best in practice, but um the GFOA also says that this is best practice.

They've revised their criteria for 2026 for the distinguished budget award that now awards 55 points directly related to goals, outcomes, and metrics that are aligned within the budget.

So, in addition to this new structure being reflected in the annual performance report, we've also been working with the budget office in ensuring that we are reflecting the same structure there.

So you will now get an update more than once a year, and the message will be consistent across reports.

On the next slide, I also wanted to just mention quickly about like why and how are we using this framework.

So there is a English economist who established what is called Goodert's Law that says when a measure becomes a target, it ceases to become a good measure.

But he also goes on to say, then how do we use measures effectively?

So again, we're treating metrics as evidence, so one point for further investigation that we're consistently revisiting the structure, what we're measuring, um, we're using that qualitative feedback.

But for me, most importantly, is that we're articulating the purpose very clearly so that we know when the metric and how we're using the metric within that context to understand what departments are accomplishing.

So, lastly, on the final slide, just some important notes, some of which I've already talked about.

Again, goals, outcomes, and metrics.

I can't emphasize enough.

They're intended to be revisited and evaluated consistently.

So when you see changes, we do not uh require departments to report backwards.

We are only then moving forward, um, requiring that reporting, um, and we also don't require targets to be set until we have data for a full year, so that way we can use that data to make um a more educated target.

Data automation, extremely important.

I know last year when I appeared before you we talked about the efforts on data automation.

We've been working with the Bureau of Technology and all of the offices under the president to establish uh more data automation.

We went from 0% to 10% in less than a year, which is a huge undertaking.

Um, but we'll continue to identify more opportunities for automation.

Um, that allows us rather to be backwards looking on performance, to be forwards looking using data for decision making.

And then lastly, again, I mentioned we are working to align performance reporting across initiatives.

So, what that means is in the annual performance report, you will see similar or the same performance reporting as you will find in the budget.

We'll use the same structure for policy roadmap reporting as well as the equity fund, um, and we're continuing to identify more opportunities for that alignment.

So, with that, I'm happy to take any questions, and as mentioned, we have representatives from all of our agencies and departments that can be responsive to specific questions about their department's performance.

Questions by an agent members?

Just a reminder, thank you for this presentation and as Carrie Ann indicated.

If there's any recommendations or suggestions, we you have as commissioners forward to so we could going forward make it part of this uh performance report.

Commissioner Anaya.

Thank you, Chair.

Um, so just uh quick question regarding the process.

So um it seems like each department selects their own metrics.

Um that's my understanding, um, and their own goals, which is makes sense.

They're the ones that know the office, etc.

But what checks and balances are in place for us to ensure that all of the potential metrics for an office are actually accounted for.

Um I'm I'd be interested in like the back and forth discussion on how to set the metrics and um you know how we ensure that everything is captured in the in the report.

Yeah, that's a great question.

Thank you, Commissioner.

So in this first iteration, we were working to identify what goals, outcomes, and metrics were already being used.

So essentially identifying how departments are leveraging that already.

In this next phase, our team, the ROI team has actually uh conducted an assessment of the current state to say do goals meet a well-defined um definition of a goal, do outcomes are they measurable and time-bound, and do metrics measure both outputs and outcomes?

And so all that to say this is again continuously going to be improving.

So we will then be moving everybody towards ensuring that we're meeting those standards.

Some will be easier, some will be more challenging, um, but the idea is to meet everybody exactly where they're at and then develop customized plans so that we can collaboratively work on that together.

So is it fair to say that there's continuous discussion and adjustments of the metrics as each reporting cycle comes up?

Okay.

That's correct.

Yes.

So I think the idea here is not to stick to something just because it's been reported, but to say what is the value of this, how are we using it?

Um, and so that way we're not overly tied to things just because we've always done it that way.

Okay, perfect.

Thank you.

Thanks, Chair.

Commissioner Digton.

Thank you, Chair.

And thank you for being here.

I know that this has been a labor of love for you the last few years.

You and I have had a lot of conversations about this.

In my humble opinion, this document is one of the most important publications that the county publishes annually.

Um, it's gone through a lot of different iterations while I've been here over the course of eight years.

Um, and I think that this document is better than the last three or four iterations, and so I know that that it has been something that you have worked towards.

Um, much to Commissioner Anaya's um line of questioning, it's my opinion that each one of the different offices um should develop the metrics that they think are important.

But sometimes when you are relied on to develop your own metrics, you put things out there that are the things that you're doing the best.

And they're not always the cornerstone things about your office.

How many click cases have you cleared, you know, what what are what's the real mean potatoes of what your office is doing because sometimes some years aren't great, and if it shows up in black and white, it opens you up to criticism.

But I think that's what this document should do is allow people to critique the work that's being done and ask for the reasons why they're being done.

This should say what they're charged with, how they're doing, and then if they're not doing things to the you know to their own satisfaction or what they would think that the public would want them to do, then how they're gonna improve that.

So, you know, at a baseline, I think that this gives good practical information.

And I know it's not up to you personally to make each one of these offices choose the most difficult things, but I have noticed throughout this book that sometimes the things that I would like to see that I know about those offices is not included.

And if it is included year after year after year, it allows people sitting in these seats and in the public to follow the curve and the arc of the work being done, and we better evaluate not just ourselves in the county, but the separately elected offices and how they're doing, and that really creates a lot of expectations and it creates high higher and better work product.

So going forward, I think I'd like to see this book expanded.

I like to see the same things in here every year, and I'd like to see the list of things grow um that are really the cornerstone products of what these offices are supposed to do and what they have to offer.

Um so that is my hope.

I mean, this is my last year on the board, so I'm will not be here to say this next year, but I hope that this sentiment in the spirit of what I'm saying survives because this is the best way that we can evaluate annually, other than our annual audit about um where we're going and the things that we need to improve on.

At the end of the day, we are public servants, we serve the public, and we can't do that without this information.

So thank you for compiling it.

There's no real question, it's more of a statement.

So I apologize, but it's really important.

I think that this work continues, thir flourishes and increases.

Thank you.

Thank you for that.

You heard her request.

So we will make sure it's part of the next question.

Commissioner McCaskill.

Thank you, Chair, and thank you for the hard work that you all put in.

Thank you for accepting my input um and just recommendations with regard to how important quantitative and qualitative are uh this excellent as it relates to departments, but I'm looking forward to seeing how uh this is going to be uh also transferred to our um organizations that receive funding and grants.

How are we also measuring the success of their um service provision as it relates to actual impact in communities and not just the spin down of the dollars that we provide?

Thank you.

Thank you, Commissioner.

Anyone other questions?

If not, these have been moved and seconded roll call.

Thank you.

Commissioner Aguilar, your vote I Commissioner Aguilar is aye, Commissioner Naya.

Hi.

Commissioner Britton.

Aye, Commissioner Dagnan.

Aye, previous votes for all aye, Commissioner Gaynor is excuse.

Commissioner Laurie.

Aye, Commissioner McCasco.

Aye.

Commissioner Miller.

Hi.

Commissioner Moore.

Commissioner Melita.

Commissioner Kevin Morrison.

Hi.

Commissioner Sean Morrison is excused.

Commissioner Scott.

Commissioner Scott is aye.

Commissioner Trevor.

Hi.

Commissioner Trevor's aye.

Commissioner Stamps is also excused.

Commissioner Vasquez.

Aye.

Commissioner Vasquez is aye.

Chairman?

Aye.

Chairman is a chairman.

14 ayes, three excused absorption.

The items are approved.

Commissioner Dagnan.

Thank you.

I'd like to move forward item number 26-1514, the ordinance amendment to the management of contracts.

It is a contract amendment request.

I'm actually going to ask that this be deferred after speaking with our general counsel, but it's still much.

So it'd been moved by Commissioner Dagnan, second by Commissioner Miller.

Yes.

And the motion, Commissioner Dagner.

Thank you, sir.

Thank you, Chair.

Okay, so basically, I think that we all have heard and recognize that the Tyler contract that we have been working under since 2015.

If we could go back in time and redo that contract, I think that we would make some different uh choices.

So in thinking about vendor-related issues, this language, and I'll I'll read the language, it basically requires that the CPO's office look at all contracts exceeding three million dollars and include a statement providing that a vendor's failure to perform uh or failure to deliver goods or services may result in a minimum 10% penalty.

That really gives the CPO's office an ability to look at the contract.

Um, you know, in many cases, we don't want to terminate the contract.

We want the good, we want the service that we had bargained for, but many times we're so far into that process that termination is not a viable option.

So this language would allow the CPA's office to develop policies and procedures and kind of develop a pathway to negotiate with whatever vendor we have to withhold 10% of the payment in the event that the county's uh CPO feels that there's been a failure to perform or a failure to deliver.

Um I think with the sheer amount of contracts entered into by the county and with the number of contract negotiations that we enter into.

This is really intended to be catch all language.

Um, you know, it's not always in our like I said, our best interest to terminate a contract.

Um not every contract protects the county, I think, as we would wish when we end up at the end of that contract.

So this is not intended to be used as a punitive tool, rather is a backstop, hopefully in the rare case where the vendor isn't complying, um, and it gives the CPO's office another tool in their tool belt in order to negotiate and coordinate to ensure uh total compliance.

So again, I think you know, in talking to Laura Lakowitz, she would like to look at the the location of where this goes to have some additional discussions on it.

Um, and in the term uh in the spirit of collaboration, I've agreed to defer it, but I did want to to make um a discussion point of it to start.

You know, Baltimore, Atlanta, the state of California, lots of different municipalities and locations have language like this.

That's catch-all.

I spoke to uh Atlanta and they had mentioned that there did not seem to be um any increase in the bids that they receive with this language, and frankly, like it's not used that frequently, but catch all is a good a good place to start.

Okay, so the motion is moved by Commissioner Dana, second by Commissioner Miller to defer item 261514.

All those in favor signify by saying aye.

Aye oppose the motion curious motion to adjourn by Commissioner.

So move Lowry, second by Commissioner Trevor.

All those in favor signify by saying aye.

Thank you.