HSPHD's New Direction - Human Services Program to Wells FargoBackground material for discussion on September 4, 2012
HENNEPIN COUNTY
HUMAN SERVICES & PUBLIC HEALTH DEPARTMENT (HSPHD) PROGRAMS
in WELLS FARGO BUILDING
Current (August 2012)
BUILDING LOCATION
I ewer I evel
Women Infants & Children (WIC) Food Nutrition Program Clinic Site
Storage for emergency prep and various other programs' supplies
2nd Floor
Environmental Health
• Licensing and inspection for restaurants and food vending establishments
• Inspection for swimming pools and beaches
■ Sanitation and safety standards for body art / tattoo establishments
Epidemiology (Investigation of communicable and infectious diseases)
Public Health Emergency Preparedness
Social services (Initial Contact & Assessment, Case Management, Child Care Assistance)
STAFF
Approximately 70 county staff identify the Wells Fargo Building as their "home base", however,
more than half of these staff frequently work off site. There are approximately 60 workstations and
offices in the building most of which are located on the 2nd Floor.
CLIENTS/ VISITORS
WIC, blueprint review, licensing transactions, inquiries regarding social services and child care
assistance, training classes, and business meetings bring clients / visitors to HSPHD locations in
the Wells Fargo Building. WIC sees approximately 40-50 clients per day (typically 1 adult with 1
child). HSPHD services on the 2nd Floor average 60 visitors on a daily basis.
SECURITY
As provided by building owner.
Over
Future (as proposed)
BUILDING LOCATION
Lower Level
Storage for emergency prep and various other programs' supplies
1St Floor
Women Infants & Children (WIC) Food Nutrition Program Clinic Site
Hub site with access to full range of financial, social and public health services offered by HSPHD
2nd Floor
No change from current
STAFF
Current staff plus approximately 80 additional employees who will operate the Hub functions.
CLIENTS / VISITORS
Current client / visitor traffic plus an additional average daily volume of 70 clients to the Hub.
SECURITY
As provided by building owner. In addition, the Hub will have security guards on site in client
contact areas during operating hours and will follow county standards for security protocols in high
volume client service areas. This includes security cameras to observe and record activity inside
and outside the building. Cameras are monitored by on site security personnel when the Hub is
open and by the county's central operations center when the office is closed.
+Premises:14,500 SF
Exhibit A-1
"Premises"
Co.
CONCORD
ADVISORY GROUP
Approximately
4,100 USF
(5,000 RSF)
Appx 5.000 SF
Approximately
7,100 USF
(9,500 RSF)
Appx 9.500 SF
f utu�e
Stan
Ia O sl
Wells
M- ` Fargo
ca,r
IV -U lot
MF
Drive -up Window
Concord Advisory Group
5092 nd Avenue South
Hopkins, MN 55343
5
HSPHD's New Direction:
Delivering services in the 21st century
Hennepin County
Human Services and Public Health Department
April 2011
www.hennepin.us/hsphd
HSPHD Service Delive
In the 21st century
HSPHD Service Direction:
Working together to help individuals
and families meet their needs.
✓ Linking to local resources and
services
✓ Providing services where people
live and work
✓ Broad assessment of needs
✓ Integrated, holistic services
✓ Involving people in decisions
✓ Treating people with respect
RESULT: Better lives
Stronger communities
contribute to stable, self-
reliant individuals and
families.
Stable, self-reliant individuals
and families contribute to strong
communities.
HSPHD Service Direction:
Working together to help strengthen
neighborhoods and communities
✓ Building a cost-effective network
of services.
✓ Partnering with community
members in decision making
✓ Developing strengths
✓ Leveraging assets
✓ Increasing community capacity
✓ Adapting to changing needs
RESULT: Stronger communities
Introduction
In 2004 Hennepin County created a single
entity from six departments which previously
had provided various social services, financial Hennepin County
assistance, work supports and public health Human Services and
programs. We became the Human Services Public Health
and Public Health Department or HSPHD. Department
Better lives, stronger communities became the
Executive Committee
over -arching vision of our new department.
Dan Engstrom
HSPHD began with a focus on integrating
Assistant County Administrator, Human
services in order to help individuals and
Services and Public Health
612-348-4806
families achieve outcomes related to safety,
stability, self-reliance and livable incomes. We
Jennifer l lis
are
Integratedd Care odel Pilot Area Director
Model
saw positive population -based public health
612-596-9416
results and increased community capacity as
key methods for strengthening communities.
Curt Haats
Internal supports Area Director
From the beginning, we believed that better
612-348-7988
lives build stronger communities and that
Rex Holzemer
stronger communities produce better lives.
workforce Resources & Regional
Development Area Director
We are now moving forward on HSPHD's
612-348-3456
New Direction: Delivering Services in the
Deborah Huskins
21st Century! This document outlines and
Eligibility & Child Support Area Director
612-596-9563
connects the major components of our
service direction which features our unique
Todd Monson
client service delivery model and our plan
Public Health & Case Management Area
Director
for moving into community-based locations.
612-348-4464
Milt Schoen
> Supporting data can be found in the
Veterans' Service Director
Appendix, which begins on page 13.
612-348-3499
[Vacant 4/1/111
> For additional information, contact
Protection & Assessment Area Director
Rex Holzemer, 612-348-3456.
Bob Distad
Assistant County Attorney
612-348-3137
Service delivery: that was then...
From the start, we believed achieving Better lives, stronger communities would require a service
network where clients, staff, stakeholders, communities, management, and leadership all
would play a part in delivering services to individuals and families in an effective, holistic
manner. It wasn't fully clear at the beginning exactly how this vision would be realized. We
knew we would have to work together and learn. From the day our merger began, so began
our evolution.
Having successfully reorganized into one department, our work during 2006-2009 focused on
specific redesign of our service areas and processes. Principle redesign projects involved our
children's and adults' services areas and rethought how we provide case management services.
For these and other redesign initiatives, we used project management principles, data, and
broad-based participation of managers and staff from across the department. We learned. We
evolved. We moved closer to the vision.
By 2009, we were firmly committed to redesigning how we deliver services and where we
deliver them. The result? A new model for service delivery interconnected with an innovative
plan to move out into community-based regional sites during the next several years. We were
designing amore effective service delivery system for the 21st Century. We were figuring out
how to move closer to our vision.
Our vision for a new service direction
Provide background and demographic information once.
Get the information and services they need, when they need it.
Hear a consistent message about what is expected of them, and why.
Know what to expect of us.
Have access to services in local communities.
Focus on the overall needs of the client.
Understand their roles in helping achieve client outcomes and population results.
Have the resources, information and authority to do what is necessary to help
clients achieve outcomes.
Find working together across the organization and in multi -specialty teams to be
w
second nature.
O Operate in a Results -Only Work Environment (ROWE) supported by measurable
results and performance standards.
Easily determine who is in charge at all levels and who to contact.
W Participate in shaping county priorities and the strategies to achieve them.
Understand their roles in helping achieve client outcomes and population results.
v Know what HSPHD can and cannot do, and why.
Service delivery: this is now...
This evolution brings us to today. The Hennepin County Human Services and Public Health
Department has a new service direction. We are in the process of taking what we have devel-
oped and making it our new way of doing business. We are:
• Combining financial, social and public health services into an integrated model of
services for clients, the Client Service Delivery Model or CSDM.
• Moving our services into community-based sites according to a Regional Services Plan.
• Taking our new service delivery model from theory to practice.
• Involving the community.
• Becoming a Results -Only Work Environment (ROWE).
• Using technology to enhance service delivery.
To make the CSDM and Regional Services Plan work, we have changed how we manage the
department. We've moved from a traditional vertical hierarchy to management assignments
that work across and between functions. Because client outcomes can't be achieved in
isolation, managers no longer have "top down" control over all service decisions in their
area. The resulting horizontal management structure aligns with the CSDM and regionalized
services, and establishes accountability for coordination and management across department
programs.
Our vision for a new service direction
;0� Participate in shaping county priorities and strategies to achieve them.
40 View the county as a partner in addressing community needs and achieving desired
population results.
Get the information they need, when they need it.
See HSPHD helping individuals, families and communities to become strong, stable,
p healthy and safe.
O V Recoiznize HSPHD as an effective steward of public funds.
Monitor key statistics and make data -driven decisions.
Encourage and create coordinated and integrated services across the county and
community.
yAlign and allocate resources to achieve client outcomes and population results.
bD
Hold staff and contractors accountable for outcomes.
Support staff and community partners to achieve client outcomes and population
O X 3 results.
Champion and communicate a compelling and inspired vision.
Model managerial courage, integrity and trust in relations with customers, staff and
community.
•� Be a bridge among staff, stakeholder and communities.
Be accountable for results.
O a rA 3 Seek and develop resources to achieve client outcomes and population results.
3
WE ARE combining financial, social and public health services
into an integrated model of services for clients
As work on our Regional Services Plan progressed, we realized that to be successful we needed a
fundamental change in the way we provide services to our clients. We wanted a service delivery
system that would combine financial, social, and public health services into an integrated model.
We also wanted to provide a holistic assessment of each client at initial contact in order to
develop an integrated services plan for the client at that first encounter.
The result is our unique Client Service Delivery Model (CSDM). This model effectively aligns all
the redesign work we have done to date. It supports our movement to community-based sites and
requires that staff work together to achieve better outcomes for clients. Our CSDM incorporates
the following service principles:
• Addressing needs holistically from initial contact onwards.
Working in multi -specialty teams to identify needs, connect clients to resources, and deliver
intensive case management services to eligible families.
Including the client as a key member of the team to identify his/her own goals and work to
achieve them.
• Using both county and community staff as active team members.
Using the CSDM, we can deliver services appropriate to the scope, length and intensity required
to meet the safety and stability needs of a family or individual. The model establishes three main
functional areas across the department for both children and adults. These three functions are:
1. Initial Contact & Screening
2. Eligibility Determination & In-depth Assessment
3. Case Management & Ongoing Services and Supports
Initial Contact & Screening
Information, initial consultation, broad assessment of needs, and referrals as appropriate to assistance
available through Hennepin County and in the community.
• Holistic assessment of each client at initial contact, using the Broader Needs Assessment.
• Quick assessment of each case by an Initial Consultation Team, with appropriate referrals.
Depending on needs, referrals can be to county or community-based services.
• Direct connection of clients needing financial assistance to an Eligibility Supports Access
Team to start the application process.
• Special teams within this function handle crisis situations, e.g., Child Protection, Adult
Protection, behavioral health crises.
Eligibility Determination and In-depth Assessment
Determination of eligibility for programs and in-depth assessments to find out what level of service the
people who come to us want or need.
• Help with navigating eligibility requirements for social service and financial assistance
programs.
E
Short-term case management services.
Assessments for specialty services using multi -specialty, integrated access teams.
Integrated access teams consist of social workers, public health nurses, chemical health coun-
selors, Human Services Representatives, and other staff depending upon the client's situation.
Case Management & Ongoing Services and Supports
Services and supports directed to people who may need longer term or more intensive services.
• Ensuring ongoing eligibility for financial assistance and health care coverage.
• Long-term case management.
• Service planning and coordination.
• Case monitoring and evaluation.
• Multi -specialty teams play a major role in providing services.
Interconnections and supports
All three of these main functions can intersect at any time with needed crisis/protection services.
Public health services and community partnerships also interweave throughout the network
created by this model. Client services are supported both by direct service resources such as
social services licensing, waivers and grants, and contracted services; and by internal HSPHD
supports, including Information Technology, Finance, and Policy and Planning. Collaboration
occurs throughout the model when services needs intersect.
Human Services and Public Health Department
Initial Contact er Screening
;.
Information, initial consultation, broad assessment of needs, and referrals as t
appropriate to assistance for children and adults available through Hennepin icr
County and in the community. Includes appropriate initial contact and screening
;
related to crisis/protection, public health, and housing support services.
o
.
a`)
Eligibility Determination er In-depth Assessment
i
k Determination of eligibility for programs and in-depth assessments for children t •••..
a o
and adults to find out what level of service the people who come to us want or
r
need. Includes appropriate eligibility determination and in-depth assessment
related to crisis/protection, public health, and housing support services. May
Z4
include referrals to other appropriate county or community services.
V
Case Management & Ongoing Services and Supports
Services and supports directed to children and adults who may need longer term
or more intensive services. Includes appropriate case management, and ongoing
services and supports related to crisis/protection, public health, and housing ..
i;
support services. May include referrals to other appropriate county or community
U°
services.
Housing Contract Waivers and Population -based
C
C
Licensing Development ManagementJ Grants Initiatives
;
_o
C e
Finance& Information Administrative/ Quality Other Direct and
0
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Budget Technology Business Services Assurance Internal Supports
ti
5
Serving Clients Using the CSDM
Here is a general picture of what happens when a person is served according to our Client Services Delivery Model.
(Numbers correspond to steps shown in the CSDM Business Process graphic.)
Initial Contact and Assessment
(1.0) A walk-in client seeking assistance is greeted at the front desk reception area and asked about
the purpose of the visit. Existing data systems are checked to determine case status.
(2.0) Protection or crisis issues are directly referred to a crisis worker to address need.
(3.0) Clients with open cases in HSPHD are directed to their worker or team. Clients with active
case management through health plans are referred to their plan.
Broader Needs Assessment
(4.0) Clients meet with a Case Management Assistant (CMA). Clients answer assessment questions
electronically using the Broader Needs Assessment (BNA) tool. If needed, the CMA assists
with the BNA. The clients' answers to the assessment questions help determine the primary
service route and generate resource options. Clients prioritize the resources and receive a cor-
responding printout. Persons who only need information and/or connection to a community
resource are so directed by the case management assistant, without need for further county
action at this time.
Eligibility Services Route/Eligibility Supports Team
(5.0) Clients identified by the BNA as needing cash, food or medical programs complete an ap-
plication and are directed to the Eligibility Supports (ES) Team. Members of the ES Team
are all Human Services Representatives (HSR). Clients have a face-to-face interview with an
HSR who processes emergency requests, assists in securing child care, authorizes emergency
homeless shelter, performs system entries, and refers clients to community resources.
(7.0) If a social service need is identified during the application process, the HSR connects the
client directly to a social worker (6.0).
Social Services Route/Initial Consultation Team
(6.0) Clients identified by the BNA as having a social services need meet face-to-face with a social
worker or public health nurse from the Initial Consultation Team. This worker provides a
more in-depth assessment and assists in connecting the client to services and/or community
resources. (Note: Clients who contact the HSPHD Call Center receive the same in-depth
assessment and connections.)
(7.0) If a financial need is identified by the social worker, the client is connected directly to an
HSR (5.0)
Eligibility Determination and In -Depth Assessment
(8.0) Clients needing Hennepin County services or short-term assistance are referred to the
Integrated Access Team. These team members provide short-term case management,
help with navigating eligibility requirements for social service programs, and/or provide
assessments for specialty services. They meet with clients in their homes, in the community
or at a Hennepin County office. The Integrated Access Teams may include social workers,
0
public health nurses, chemical health counselors, case management assistants, financial case
aides or senior community health workers depending on the nature of the specialty services
needed.
(9.0) The ES Team determines eligibility for cash, medical and food programs.
Ongoing Services/Supports and/or Long -Term Case Management
(10.0) Clients eligible for Hennepin County services are authorized for ongoing services/
supports and/or transferred to a Long-term Case Management Team. The Long-term Case
Management Teams provide service planning, service coordination, assessment/reassessment,
and monitoring. Staff may include social workers, chemical health counselors or nurses
from specialty areas. Depending on the nature of specialty services needed, the team may
also include case management assistants, financial case aides, or senior community health
workers.
(11.0) The ES Team processes applications for financial services.
If unaddressed needs are identified at any point in the process, the worker provides
appropriate resources/assistance or connects the client with the appropriate team for
further assistance.
HSPHD Client Service Delivery Model: The Business Process
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7
WE ARE moving our services into community-based sites
according to a Regional Services Plan
Our planning for a regional approach to delivering services stemmed directly from earlier
community-based experiences and our initial redesign projects. Especially important was the
work on improving customer access to services and expanding community involvement in the
delivery of services. We developed our Regional Services Plan with two primary objectives:
1. Improve access to services for clients in their local community.
2. Develop a continuum of services for clients in conjunction with community-based
organizations.
We sought community input, analyzed service statistics, and used geo-coding technology to
identify where our clients live and the types of services they use most often. (See Appendix pages
13-21). This data led us to divide Hennepin County into six geographic service regions:
• Central and Northeast Minneapolis
• North Minneapolis
• South Minneapolis
• Northwest Suburban
• South Suburban
• West Suburban
Types of Regional Sites
ub* Provides access to full range of financial, social and public health services
offered by the Human Services and Public Health Department (HSPHD)
and services provided by community partners.
• Primary site for service access in region.
• Assigned location for 150-300 staff.
* Clients may choose to receive services at any HSPHD site.
•
Provides access to initial contact and in-depth assessment services that
link clients to services provided by the county and community partners.
f •
Interim primary site for service access in regions without hubs.
•
Assigned location for 40-100 staff.
•
Offers HSPHD services needed in the region that complement the
services provided by the community partner(s) co -located at the site.
•
Secondary site of services in a region.
•Assigned
location for 10-70 staff.
eal ity Si f* •
Provides a program or service for clients and/or houses non -client
operations, e.g., finance, IT, administrative services.
•
Services may or may not be focused on clients in a specific region.
•
Assigned location for 2-500 staff.
* Clients may choose to receive services at any HSPHD site.
Regional Service Plan Highlights
• Each region will contain at least one primary site, either a hub or an interim hub. These will offer
access to core HSPHD services. While we have had neighborhood -based locations in a number of
areas of the county, almost all of these locations have had only one or two services.
• Each region also will have at least 2-3 satellite or speciality sites providing additional services.
Staffing levels will vary by site.
• Hub, interim hub and satellite sites may be co -located with community organizations.
• The combined network of sites in a region will feature:
» Access and connection to county and community services,
» Intensive family case management for the most needy families,
» Additional services tied to the needs of the region, and
» A continuum of services.
• All locations will provide services consistent with the HSPHD Client Services Delivery Model.
• Community input and existing client data will help determine what services are needed and
where they should be located.
• HSPHD staff will be involved actively with community partners to broaden the continuum of
services available to clients.
• Depending on their actual work assignments, a significant number of HSPHD staff will be
working away from county offices. Space planning for regional sites assumes at least 50% of staff
being mobile on a full-time basis and development of flexible office space for mobile staff.
Hennepin County:
HSPHD Geographic Sei
linneapolis
Minneapolis
0
WE ARE taking our new service delivery model from theory
to practice
All staff will be delivering services using our integrated Client Service Delivery Model, regardless of
physical location. We intend service delivery to be seamless for clients but realize the model does
involve major changes for staff and community partners. Therefore, before we implement CSDM
throughout the department, we have been testing the model and underlying processes to find out
what works and what we may need to modify and redesign.
Initial phase
• This trial run, nicknamed The Test, began in November 2009 at one of our downtown
Minneapolis locations.
• The Test has focused on the business processes involved with financial assistance, social
services, and public health for Initial Contact & Screening and Eligibility Determination & In-depth
Assessment. It has addressed needed supports, process gaps and other systemic issues. Monitoring
and evaluation of The Test are ongoing.
• We set up The Test to allow assessment of the model from a regional perspective. Because we
expected the first hub site to open in the Northwest Suburban region, we diverted clients from
three zip codes in that area from routine application processes to participate in The Test.
• At initial contact, staff encouraged clients to complete the Broader Needs Assessment and deter-
mined next steps based on the results of the BNA.
• Fifty-five staff from eligibility, social services and support functions initially participated in The
Test, serving an average of 71 people per day. Clients and staff provided voluntary feedback
about their experiences.
Expansion
At first, The Test involved one eligibility supports team and three social service/public health
teams. In September 2010, four additional eligibility supports supervisors and their teams joined
the effort to provide a full model of service to clients. Nine additional supervisors joined in late
October 2010 to further develop CSDM's operational design. They began working to select new
staff for the additional teams. With this expansion, The Test has approximately 170 HSPHD staff
working on continuing development and implementation of the CSDM model.
The client base was expanded also. The Test now serves financial, social services and public
health clients in all of the Northwest Suburban and North regions.
This expanded Test will evaluate and modify team composition, and determine the structure of
regional specialty staff. Goals for the expanded Test are to determine team memberships; how
teams will work together to serve clients; and how staff will receive specialty supervision while
receiving the broader direction needed for their team.
Both Eligibility and Social Services/Public Health teams also are working on team -building in
order to identify what it will take to build and maintain a team that can:
Work together effectively and efficiently,
Communicate clearly,
Problem -solve with other team members, and
Maintain the integrity of specialty programs.
10
WE ARE involving the community
• Our Regional Services Plan features will create networks of services in the communities where
our clients live and work. Each region will have at least one hub site providing access to our full
range of services and additional satellite and/or speciality sites.
• Within each region, we have been talking with community members about:
What services are needed,
Where services can best be located, and
Opportunities for expanded partnerships.
• Sustaining collaboration efforts will be an ongoing process and we will partner with community
organizations to co -locate and/or complement their services.
• We will continue working with community organizations to extend and broaden the service
continuum.
• We are committed to increasing community capacity and maximizing limited resources through
our partnerships with community-based organizations
WE ARE becoming a Results -Only Work Environment
HSPHD is well on our way to becoming a Results -Only Work Environment or ROWE. The concept
of a ROWE is a workplace where:
• Each job has concrete goals and expected results.
• Each employee is responsible for managing his/her own work and meeting expected results.
• How the work gets done is up to the employee.
• Performance is measured by results.
In April 2009, HSPHD became the first government entity in the nation to start transforming into
a ROWE. We're bringing employees and work units on board in large groups or "migrations" of
several hundred staff. Each migration includes defining results and performance measures, trainings,
supports, and working out the details. By mid-June 2011, the entire department will have migrated
to this new work environment.
For HSPHD employees, participating in a ROWE means the essential requirements of a job shapes
how and where work activity occurs. HSPHD workers are government employees and, per law, must
work 40 hours per week or 80 hours per pay period (depending on job status). However, within
those time frames, the essential requirements of a job shape when the work may occur. Some job
tasks allow the ability to work remotely or outside of traditional office hours. For tasks requiring
11
physical presence, work units can collaborate as a team to build flexibility. Regardless of job, HSPHD's
ROWE principles require that the work produces results for clients and the department, and does not
negatively impact on co-workers.
ROWE concepts enhance our new service direction with:
• Improved productivity resulting from increased flexibility and employee morale.
• Better ability to work with clients according to times and locations that best suit the client.
• Expanded ability to work from alternative locations (with reduced travel time).
• Cost savings from less permanent office space, more flexible shared space, and reduced expenses for
mileage and parking.
WE ARE using technology to enhance service delivery
We have multiple technological supports that allow us to locate staff within various geographic areas of
the county. Laptops, smart phones and cell phones give staff freedom to work away from a designated,
exclusive office location and give others increased access to staff.
The ability to access and share information is key to our new service direction. Development of the
HSPHD Enterprise Communication Framework, or ECF, provides just that. ECF is a secure web -based
content and process management application that links together workers, systems, cases, clients and
information.
With ECF:
• Information is stored electronically in a central location. Workers can access ECF to learn when
multiple service areas are working with the same client.
• Eligible workers can access state systems e.g., MAXIS, PRISM, to view client or case related
information.
• Mobile workers can access, review—and share—client or case related information using a secure
communication method. Workers can review documents on-line with case workers.
• Clients only have to provide most documents once and their workers will be better able to view
existing information needed to provide answers quickly and accurately.
• System and content access is limited as needed to comply with data privacy laws and best practices.
12
6*XWI
Appendix
Supporting data
13
Memo
To: Christene Harkess — Finance Director
From:
Stacie Kvilvang
Date:
August 29, 2012
Subject:
Modification to TIF District 2-11
The City will be completing a modification to the above referenced TIF district to complete the
following:
1. Decertify parcel 19-117-21-33-0027 (existing Super Value Warehouse) since:
a. No redevelopment commenced within the nine (9) year time frame required under
the special legislation for the district (would have to commenced redevelopment
by 2009); and
b. The market value today for tax purposes is less than when the district was
certified (base value), therefore it is a negative drag on the TIF district (meaning it
is taking dollars away because it generates negative increment)
2. Decertify parcels 24-117-22-44-0047, 24-117-22-44-0048, and 24-117-22-44-0040
(Hopkins Honda on Excelsior Boulevard) and parcels 19-117-21-31-0020 and 19-117-21-23-
0101 since these parcels were "knocked down" by the County on May 27, 2004, due to no
qualifying activity in accordance with the 3 -year rule (therefore no increment was ever
generated from these parcels)
3. Update TIF plan to incorporate special legislation approved in 2003 and 2008, which
extended the term of the District by 4 years (2003) and clarified what TIF dollars could
be spent on outside of the boundaries of the TIF district (2008)
4. Update budget to reflect actual increment to date and expected through the extended term
of the District; and
5. Update the TIF plan to be in conformance with Office of State Auditor (OSA) reporting
requirements
Please contact me at 651-697-8506 with any questions.
EHLERS
LEADERS IN PUBLIC FINANCE
Minnesota phone 651-697-8500
Offices also in Wisconsin and Illinois fax 651-697-8555
toll free 800-552-1171
mmehlers-inacom
3060 Centre Pointe Drive
Roseville, MN 55113-1122
Current HSPHD Staff Locations (5/2009)
and HSPHD Clients* (Unduplicated) Per Square Mile, in July, 2010
Hennepin County
Data Displayed by Census Block Group
* The clients shown here are those receiving services
from Eligibility Determination. Clients who receive
services from Social Services, WIC, Child Support,
and Veterans' Services who do not also receive
services from Eligibility Determination are not shown.
L Roge Dayton
D
Hassan Twsp.
Hanover
Greenfield
rd
Independence
Minnetrista Mound
onif ius
Brooklyn Park
Corcoran Map Grove
k
stal
Medina
Plymo th
� !r
Medi L +tii
1/alley
n L
Orono Wayzata
MinneaF
oodla S tk
etonka B ach
eephave Minneton a
f
Edinl - m Sn Iling T r.
ry<' sp Intl. Airp
Ft S Ilin rr.
Cha ssen
Eden Praire
t
N
Bloomi ton
r
0 1 2 3 4 Miles
I I I I I
N (clients) = 174,298
N (staff) =9 911 (incl temp & non -permanent)
Source: MN DHS Data Warehouse - MAXIS, 7/2010; Hennepin County HR, 5/21/2009 Map information is furnished
Prepared by: Hennepin County HSPHD - GIS, 4/12/2011 "AS IS" with no representation
ES psm_7-2010 staff locations (5-21-2009)_grad symb_hennepin_bg (upd 4-12-2011).mxd or warranty expressed or implied.
-- —-
Memo
To: Christine Harkess — Finance Director
From:
Stacie Kvilvang
Date:
August 29, 2012
Subject:
Modification to TIF District 2-11
The City will be completing a modification to the above referenced TIF district to complete the
following:
1. Decertify parcel 19-117-21-33-0027 (existing Super Value Warehouse) since:
a. No redevelopment commenced within the nine (9) year time frame required under
the special legislation for the district (would have to commenced redevelopment
by 2009); and
b. The market value today for tax purposes is less than when the district was
certified (base value), therefore it is a negative drag on the TIF district (meaning it
is taking dollars away because it generates negative increment)
2. Decertify parcels 24-117-22-44-0047, 24-117-22-44-0048, and 24-117-22-44-0040
(Hopkins Honda on Excelsior Boulevard) and parcels 19-117-21-31-0020 and 19-117-21-23-
0101 since these parcels were "knocked down" by the County on May 27, 2004, due to no
qualifying activity in accordance with the 3 -year rule (therefore no increment was ever
generated from these parcels)
3. Update TIF plan to incorporate special legislation approved in 2003 and 2008, which
extended the term of the District by 4 years (2003) and clarified what TIF dollars could
be spent on outside of the boundaries of the TIF district (2008)
4. Update budget to reflect actual increment to date and expected through the extended term
of the District; and
5. Update the TIF plan to be in conformance with Office of State Auditor (OSA) reporting
requirements
Please contact me at 651-697-8506 with any questions.
EHLERS
LEADERS IN PUBLIC FINANCE
www.ehlers-inacom
Minnesota phone 651-697-8500 3060 Centre Pointe Drive
Offices also in Wisconsin and Illinois fax 651-697-8555 Roseville, MN 55113-1122
toll free 800-552-1171
Conceptual Locations of Hubs and Satellites
and HSPHD Clients* (Unduplicated) Per Square Mile, in July, 2010
Hennepin County
Data Displayed by Census Block Group
* The clients shown here are those receiving services
from Eligibility Determination. Clients who receive
services from Social Services, WIC, Child Support,
Ae4
and Veterans' Services who do not also receive
services from Eligibility Determination are not shown.
U
Roge Dayton
D
Hassan Twsp. - Cham'plin
Corcoran s
Maple Grov
Greenfield
rd I Northwest Su urban
Medina
Independence
A
ple I n
West Subu rban n�
Orono
Minnetrista I Sprang
Mound
ch
Clients per sq mile
Conceptual locations
1-250
Hub
251 - 500
Satellite
- 501 - 1000
Interstate hwys
- 1001 - 2500
City boundaries
- 2501 - 23677
Q Geog. Svc. Regions
Wayzata
Plymo th 0
MedL e v.
GOlden Valley
A
Edinar. ZYRE
sp Intl.
Aa c Snell i
iassen
Eden Prairie li South Subur ru
N (clients) = 174,298
Source: MN DHS Data Warehouse - MAXIS, 7/2010
Prepared by: Hennepin County HSPHD - GIS, 4/12/2011
ES_psm_7-2010_conceptual hub-satellite_regions_hennepin_bg (upd 4-12-2011).mxd
N
fro ington
0 1 2 3 4 Mlles
I I I 1 I
Map information is furnished
"AS IS" with no representation
or warranty expressed or implied. I
15
16
Central & NE Minneapolis
Central and Northeast Minneapolis make up a region that is contained by the southern boundaries of Franklin Avenue and the
sissippi River, and the western boundaries of Plymouth Avenue and I-94. It includes Northeast and Southeast Minneapolis and
downtown area. St. Anthony and part of the city of Minneapolis are in this region as are the school districts of Minneapolis an
Anthony -New Brighton. Population=115,880 or 10.1 % of the County's population (2010 US Census). Estimated population be
100% of the Federal Poverty Level (FPL) = 28.2% (2005-2009 American Community Survey).
Eligibility Determination
169,416
29,959 1 i
Cash, Food Support, Diversionary Work Program,
South West
population* who received the HSPHD
Group Housing and Health Programs*
118,328
24,007 2C
Health Programs -Only*
51,088
5,952 11
Social Services (Adult and children)"
62,148
8,629 13
Child Support—
43,964
4,060 9
WIC
24,586
2,965 12
* Client counts are mutually exclusive. MinnesotaCare is not included in health programs. Data source: MN Data Warehouse MAXIS
7/2010.
4.3%
3.8% 3.2
** Client counts are not mutually exclusive of Eligibility Determination. Data source: SSIS 7/2010; HSIS 7/2010.
*** Child Support counts are from 12/2010, and include custodial & non-custodial parents. Data source: MN Data Warehouse PRISM 12/201
Eligibility Determination 565 100 1'T
Social Services 1,110 155 14.1
Other 392 60 15.:
Regionalized Total" 2,067 315 15.:
*Projected staff totals are calculated by apportioning staff based on each region's Eligibility and Social Services clients (7/2010 client count)
Staff count data source: Hennepin County Human Resources, 5/21/2009.
**Once locations are regionalized fully, 846 HSPHD staff will remain in centralized areas (primarily internal/support staff).
Percentage of Hennepin County
North
South
Northwest
South West
population* who received the HSPHD
Minneapolis
Minneapolis
Suburban
Suburban Suburban
services referenced above.
Eligibility Determination
47.7%
17.5%
11.5%
9.4% 7.3
Social Services
18.4%
6.3%
4.3%
3.8% 3.2
Child Support
® 13.1%
4.1%
3.8%
2.6% 2.3
* 2010 US Census. Baseline population count does not include persons who are homeless or have no permanent address.
** Eligibility Determination percentage is overstated; client counts include persons listed as"General Delivery" have a PO Box in a downtown ZIP code or have a downtown
shelter as their address.
I
North Minneapolis
North Minneapolis is a region extending from the north boundary of 53rd Avenue south to Bassett Creek and from the east boundary
of the Mississippi River west to Xerxes Avenue. It includes part of the city of Minneapolis and part of the Minneapolis School
District. Population is 59,970 or 5.2% of the County's population (2010 US Census). Estimated population below 100% of the
Federal Poverty Level (FPL) = 31.0% (2005-2009 American Community Survey).
Eligibility Determination
169,416
28,578
16.9%
Cash, Food Support, Diversionary Work Program,
Group Housing and Health Programs*
118,328
23,134
19.6%
Health Programs -Only*
51,088
5,444
10.7%
Social Services (Adult and children)**
62,148
11,031
17.7%
Child Support***
43,964
7,827
17.8%
WIC
24,586
3,966
16.1%
* Client counts are mutually exclusive. MinnesotaCare is not included
in health programs. Data source: MN Data Warehouse MAXIS
7/2010.
** Client counts are not mutually exclusive of Eligibility Determination.
Data source: SSIS 7/2010; HSIS 7/2010.
*** Child Support counts are from 12/2010, and include custodial & non-custodial parents. Data source: MN Data Warehouse PRISM 12/2010.
Eligibility Determination 565 95 16.9%
Social Services 1,110 198 17.8%
Other 392 69 17.6%
Regionalized Total** 20,67 362 17.5%
*Projected staff totals are calculated by apportioning staff based on each region's Eligibility and Social Services clients (7/2010 client count).
Staff count data source: Hennepin County Human Resources, 5/21/2009.
**Once locations are regionalized fully, 846 HSPHD staff will remain in centralized areas (primarily internal/support staff).
Percentage of Hennepin County
population* who received the HSPHD
services referenced above.
Eligibility Determination
Social Services
Central & NE
Minneapolis**
25.9%
7.4%
South Northwest South West
Minneapolis Suburban Suburban Suburban
17.5% 11.5% 9.4% 7.3%
6.3% 4.3% 3.8% 3.2%
Child Support 3.5% - 4.1% 3.8% 2.6% 2.3%
* 2010 US Census. Baseline population count does not include persons who are homeless or have no permanent address.
"* Eligibility Determination percentage is overstated; client counts include persons listed as"General Delivery", have a PO Box in a downtown ZIP code or have a downtown
shelter as their address.
17
hk South Minneapolis
South Minneapolis is contained by the northern boundaries of Bassett Creek, I-94 and Franklin Avenue, the southern
boundary of 54th Street, the eastern boundary of the Mississippi River and the western boundary of France Avenue. It
includes part of the city of Minneapolis and part of the Minneapolis School District. Population is 185,666 or 16.1 % of the
County's population (2010 US Census). Estimated population below 100% of the Federal Poverty Level (FPL) = 16.1% (2005-
2009 American Community Survey).
Eligibility Determination 169,416
32,406
19.1%
Cash, Food Support, Diversionary Work Program, 118,328
22,593
19.1%
Group Housing and Health Programs*
Health Programs -Only* 51,088
9,813
19.2%
Social Services (Adult and children)** 62,148
11,715
18.9%
Child Support*** 43,964
7,669
17.4%
WIC 24,586
5,516
22.4%
* Client counts are mutually exclusive. MinnesotaCare is not included in health programs. Data source:
MN Data Warehouse MAXIS
7/2010.
** Client counts are not mutually exclusive of Eligibility Determination. Data source: SSIS 7/2010; HSIS 7/2010.
*** Child Support counts are from 12/2010, and include custodial & non-custodial parents. Data source:
MN Data Warehouse PRISM 12/2010.
South Minneapolis
Eligibility Determination 565 108 19.1%
Social Services 1,110 209 18.8%
Other 392 74 18.9%
Regionalized Total** 2,067 391 18.9%
*Projected staff totals are calculated by apportioning staff based on each region's Eligibility and Social Services clients (7/2010 client count).
Staff count data source: Hennepin County Human Resources, 5/21/2009.
**Once locations are regionalized fully, 846 HSPHD staff will remain in centralized areas (primarily internal/support staff).
Percentage of Hennepin County Central & NE North South Northwest South West
population* who received the HSPHD Minneapolis** Minneapolis 'Minneapolis Suburban Suburban Suburban
services referenced above.
Eligibility Determination 25,9% 47.7% 17.50,14 11.5% 9.4% 7.3%
Social Services 7.4% 18.4% 6.3% 4.3% 3.8% 3.2%
Child Support 3.5% 13.1% 4.1% 3.8% 2.6% 2.3%
*2010 US Census. Baseline population count does not include persons who are homeless or have no permanent address.
** Eligibility Determination percentage is overstated; client counts include persons listed as "General Delivery" have a PO Box in a downtown ZIP code or have a downtown
shelter as their address.
r
6
Northwest Suburban
The Northwestern Suburbs include the cities of Brooklyn Center, Brooklyn Park, Champlin, Corcoran, Crystal, Dayton,
Golden Valley, Hanover, Hassan Township, Maple Grove, Medicine Lake, New Hope, Osseo, Plymouth, Robbinsdale
and Rogers. This region includes a part or all of the Hopkins, Robbinsdale, Wayzata, Rockford, Brooklyn Center, Osseo,
Buffalo, Anoka -Hennepin, and Elk River school districts. Population is 362,534 or 31.5% of the County's population (2010 US
Census). Estimated population below 100% of the Federal Poverty Level (FPL) = 6.5%.
Eligibility Determination
169,416
41,871
24.7%
Cash, Food Support, Diversionary Work Program,
118,328
26,720
22.6%
Group Housing and Health Programs*
24.9%
Other
Health Programs—Only*
51,088
15,151
29.7%
Social Services (Adult and children)**
62,148
15,530
25.0%
Child Support***
43,964
13,710
31.2%
WIC
24,586
8,900
36.2%
* Client counts are mutually exclusive. MinnesotaCare is not included in health
programs. Data source: MN Data Warehouse MAXIS
staff).
7/2010.
Percentage of Hennepin County
Central & NE North
South
** Client counts are not mutually exclusive of Eligibility Determination. Data source:
SSIS 7/2010; HSIS 7/2010.
population* who received the HSPHD
*** Child Support counts are from 12/2010, and include custodial & non-custodial
parents. Data source: MN Data Warehouse PRISM 12/2010.
Northwest Suburban
Eligibility Determination
565
140
24.7%
Social Services
1,110
276
24.9%
Other
392
97
24.7%
Regionalized Total**
2,067
513
24.8%
*Projected staff totals are calculated by apportioning staff based on each region's Eligibility and Social Services
clients (7/2010
client count).
Staff count data source: Hennepin
County Human Resources, 5/21/2009.
**Once locations are regionalized fully,
846 HSPHD staff will remain in centralized
areas (primarily internal/support
staff).
Percentage of Hennepin County
Central & NE North
South
South
West
population* who received the HSPHD
Minneapolis** Minneapolis
Minneapolis
Suburban
Suburban
services referenced above.
Eligibility Determination
25,9% 47.7%
17.5%
9.4%
7.3%
Social Services
7.4% 18.4%
6.3%
3.8%
3.2%
Child Support
3.5% 13.1%
4.1%
2.6%
2.3%
" 2010 US Census. Baseline population count does not include persons who are homeless or have no permanent address.
Eligibility Determination percentage is overstated; client counts include persons listed as"General Delivery", have a PO Box in a downtown ZIP code or have a downtown
shelter as their address.
19
mV South Suburban
The South Suburban region consists of the cities of Bloomington, Eden Prairie, Edina, Richfield, and part of Minneapolis;
a non-residential section of Chanhassen; and Fort Snelling. It includes part or all of the following school districts:
Hopkins, Eden Prairie, Edina, Richfield, Minneapolis, Bloomington and Minnetonka. Population is 253,250 or 22.0% of
the County's population (2010 US Census). Estimated population below 100% of the Federal Poverty Level (FPL) = 6.6% (2005-
2009 American Community Survey).
Eligibility Determination 169,416 23,800
14.0%
Cash, Food Support, Diversionary Work Program, 118,328 14,214
12.0%
Group Housing and Health Programs*
14.8%
Health Programs -Only* 51,088 9,586
18.8%
Social Services (Adult and children)** 62,148 9,592
15.4%
Child Support*** 43,964 6,641
15.1%
WIC 24,586 1,245
15.1%
* Client counts are mutually exclusive. MinnesotaCare is not included in health programs. Data source: MN Data Warehouse MAXIS
population* who received the HSPHD Minneapolis** Minneapolis Minneapolis Suburban
7/2010.
** Client counts are not mutually exclusive of Eligibility Determination. Data source: SSIS 7/2010; HSIS 7/2010.
services referenced above.
*** Child Support counts are from 12/2010, and include custodial & non-custodial parents. Data source: MN Data Warehouse PRISM 12/2010.
t The City of Bloomington Health Department serves WIC clients who live in Bloomington, Edina and Richfield.
7.3%
South Suburban
Eligibility Determination 565 79
14.0%
Social Services 1,110 171
15.4%
Other 392 58
14.8%
Regionalized Total** 2,067 308
14.9%
*Projected staff totals are calculated by apportioning staff based on each region's Eligibility and Social Services clients (7/2010 client count).
Staff count data source: Hennepin County Human Resources, 5/21/2009.
**Once locations are regionalized fully, 846 HSPHD staff will remain in centralized areas (primarily internal/support staff).
Percentage of Hennepin County Central & NE North South Northwest
West
Suburban
population* who received the HSPHD Minneapolis** Minneapolis Minneapolis Suburban
services referenced above.
Eligibility Determination 25.9% 47.7% 17.5% 11.5%
7.3%
Social Services 7.4% 18.4% 6.3% 4.3%
3.2%
Child Support 3.5% 13.1% 4.1% 3.8%
2.3%
* 2010 US Census. Baseline population count does not include persons who are homeless or have no permanent address.
** Eligibility Determination percentage is overstated; client counts include persons listed as "General Delivery" have a PO Box in a downtown ZIP code or have a downtown
shelter as their address.
20
West Suburban
The West Suburban region includes the cities of Deephaven, Excelsior, Greenfield, Greenwood, Hopkins, Independence, Long Lake,
Loretto, Maple Plain, Medina, Minnetonka, Minnetonka Beach, Minnetrista, Mound, Orono, Rockford, Shorewood, Spring Park,
St. Bonifacius, St. Louis Park, Tonka Bay, Wayzata and Woodland. It includes part or all of the following school districts: St. Louis
Park, Hopkins, Minnetonka, Wayzata, Westonka, Waconia, Watertown -Mayer, Orono, Rockford, Delano and Buffalo. The population
is 175,125 or 15.2% of the County's population (2010 US Census). Estimated population below 100% of the Federal Poverty Level
(FPL) = 5.4% (2005-2009 American Community Survey).
Eligibility Determination
169,416
12,002
7.6%
Cash, Food Support, Diversionary Work Program,
population* who received the HSPHD
Minneapolis**
Minneapolis
Minneapolis
118,328
7,660
6.5%
Group Housing and Health Programs*
Eligibility Determination
Health Programs -Only*
51,088
5,142
10.1%
Social Services (Adult and children)**
62,148
5,651
9.1%
Child Support***
43,964
4,057
9.2%
WIC
24,586
1,994
8.1%
* Client counts are mutually exclusive. MinnesotaCare is not included in health
programs. Data source:
MN Data Warehouse MAXIS
7/2010.
** Client counts are not mutually exclusive of Eligibility Determination. Data source:
SSIS 7/2010; HSIS 7/2010.
*** Child Support counts are from 12/2010, and include custodial & non-custodial
parents. Data source: MN Data Warehouse PRISM 12/2010.
Eligibility Determination
Social Services
565
1,110
43 7.6%
101 9.1%
Other 392 33 8.4%
Regionalized Total** 2,067 177 8.6%
*Projected staff totals are calculated by apportioning staff based on each region's Eligibility and Social Services clients (7/2010 client count).
Staff count data source: Hennepin County Human Resources, 5/21/2009.
**Once locations are regionalized fully, 846 HSPHD staff will remain in centralized areas (primarily internal/support staff).
Percentage of Hennepin County
Central & NE
North
South
Northwest South
population* who received the HSPHD
Minneapolis**
Minneapolis
Minneapolis
Suburban Suburban
services referenced above.
Eligibility Determination
25.9%
47.7%
17.5%
11.5% 9.4%
Social Services
7.4%
18.4%
6.3%
4.3% 3.8% -
Child Support
3.5%
13.1%
4.1%
3.8% 2.6% -
* 2010 US Census. Baseline population count does not include persons who are homeless or have no permanent address.
** Eligibility Determination percentage is overstated; client counts include persons listed as "General Delivery", have a PO Box in a downtown ZIP code or have a downtown
shelter as their address.
21
HENNEPIN COUNTY h� .
HUMAN SERVICES
AND PUBLIC HEALTH
DEPARTMENT
Vision
Better Lives, Stronger Communities
Mission
Strengthen individuals, families and
communities by:
• Increasing safety and stability
• Promoting self-reliance and livable
income
• Improving the health of our
communities
Goals
1. Protect children and vulnerable
adults.
2. Support communities and families
in raising children who develop to
their fullest potential.
3. Assure that all people's basic needs
are met.
4. Build healthy communities and
self-reliant individuals.
Prepared by Hennepin County Human Services and Public Health Department • April, 2011