I got the peanut gallery out here. I got my son here. I got to, like, make it seem official. Can I get a motion on the minutes, please? Got a motion. Got a second. Any comments, questions, or changes? Scrivener errors. Seeing none. All in favor, signify by saying aye. Opposed. Motion's adopted. Reasonable opportunity to be heard. The floor is open. Anybody wishing to be heard on any item on the agenda can be heard at the present time. Anybody wishing to be heard? Yes, ma'am. Come on up. Good morning. My name is Jane Tola. Homeless. Accurate homeless right now. The reason I'm here is to ask about what's going on outside. We as women have been attacked. Sunday, they took somebody to jail, a guy, because they assaulted two women. And then I was almost assaulted yesterday. So guys shouldn't go in the shelters first. They should women be first, and then the elderly, but they do everything opposite. And then I've been in the street trying to get a bed again because my phone got hacked and everything, but I'm trying to get placed again. But it's the system that's always, I've been checking up all these days, there's no beds. And we're going through some stuff out there, like, and you guys need to do something about it. Like, I have a police report. Other people on Sunday took that person to jail. Like, it's getting dangerous out there. There's never for a woman. Thank you so much. Thank you. My voice is so loud, I just figured everybody could hear. I didn't even realize. And the peanut gallery over here on the left, who I tell all the time to bring it down just a bit, played right to it. But we do something called good of the order where we recognize folks that have been with us for a long time. We recognize people who really make a difference in our community and the work that the trust does. I want to ask Vicki to go down to the well. I want to ask Commissioner Bastien's representative, Commissioner Gilbert's representative, to go down to the well. In October of 2024, prior to the transition of the constitutional officers, because as you probably know, we now have an elected sheriff. We now have an elected tax collector. We now have an elected supervisor of elections. The collection of the food and beverage tax revenues was moved out of the tax collector's office and was moved to the Office of Economic Resources Department, which is also known by the acronym RER. RER got to work registering businesses that we found were previously not registered. And if you're not registered, guess what you're not doing? You're not remitting the money that is supposed to be charged on food and beverage tax receipts in our community. By reactivating inactive accounts, more than 200 established new programs and several hundred that had not been paying have entered into beverage settlement program agreements, making certain that establishments that have not been paying into the food and beverage tax account were doing so. Today, there are over 2,800 active accounts, the majority of which have no balances. About 60 are on payment plans. All of this as a result of the leadership at the highest levels of the county, starting in the mayor's office and her team. As a result of RER's hard work, we've increased our food and beverage revenues, not just by a dollar or two, but by several millions of dollars. The food and beverage penny program is our lifeblood. It allows us to do what we do every day, Cleveville. It allows us to fulfill our mission of preventing and ending homelessness in the community. It starts one place. Every community in the United States of America today that are working to end homelessness wish they had what we have. We are the only community in the country that has a food and beverage tax, 85% of which is dedicated to ending homelessness, 15% of which is dedicated to our domestic violence program. Together with our community planned and homelessness, it's created a homeless system of care like none other, and it's improved the quality of life overall in our community. In fiscal year 24-25, more than $44 million in food and beverage tax revenues were collected for homeless housing and services, an 18.3% year-over-year increase in large part as a result of the work by RER. So far this year, more than $33 million has been collected, and we're experiencing a 13% year-over-year growth again because of the hard work, dedication, and commitment by the individuals at RER that are directing the program and those that are responsible for enforcing it. It's also worth noting that FIFA is underway. In case you couldn't tell by the bagpipes all week, I assure you the bagpipers and the kilt wearers were unquestionably generating many hundreds and hundreds and hundreds of thousands of dollars of fresh revenue coming to end our programs. They got an opportunity to see that our community does it differently than every other place in our country and every other place around the world. We will see such a surge in revenues, and it is in part not just because we have events, but because we have enforcement mechanisms in place and staff dedicated to doing their jobs above and beyond what necessarily is called for. Last week, the county's budget office provided the trust year-end revenue projections for $25-26, and collections are expected to exceed $48 million. I remind those of you, Mr. Bell in particular, that were here 35 years ago, we thought, we thought, based on projections by a big six accounting firm, that after a decade, maybe, Carlos, maybe we'd generate $5.5 or $6 million. And if we were really, really lucky, Esther, you can go back and communicate to Mr. McGuire and whatever his retirement land is, we thought maybe 20 years down the road, we might get to $7, $8, $10 million. If we're short $38 million a year, how many fewer people are we taking care of? With an 18% increase year over year a year ago, how many more people are we taking care of? With a 13% increase this year, year over year, how many more people will we take care of? The results reflect RER's success in not only broadening compliance, strengthening taxpayer engagement, and capturing these new resources of revenue across our country, across our county, from a fairness standpoint. We are honored, and I don't believe in the trust's history we have ever done an award like this one. But we're honored to present the team at RER the rare, the coveted, Homeless Trust Changemaker Award. We thank you all for your commitment, your dedication, your hard work, not simply on behalf, and please come on forward, not just on behalf of this 27-person board, not just on behalf of the 13 members of the Board of County Commissioners, not just because of the mayor of the county, but because the people we serve are known as the least, the last, the lost, and the forgotten. And but for your efforts, thousands of other people would not be getting taken care of, but for your commitment to making a difference in the community that we live in. Now, I'm going to butcher these names, but I'm going to try to avoid embarrassing myself too badly. Yulene Wheeler, Business Division Director. Chevelli Moreno, Assistant Director. Rosetta, Rosetta, Rosetta Hernandez, Business Revenue and Enforcement Section Manager, and unfortunately not present, but wanting to recognize, first of all, the director, the queen of all good of this county, Lourdes Gomez, and I expect each of you to go back and make sure you tell Director Gomez, I referred to her, Vicky, I don't want to miss this. I want to make sure you go back and you tell the queen of everything good, Director Gomez, the queen of all good, that we recognized her and her leadership and the team she put together. Ricardo Roig, the enforcer, he's the guy that carries, if you don't know Rick Roig, you've missed him. But if you need an enforcer to enforce things in this county, you find Rick Roig. He'll enforce. Please, thank you. Thank you all. You all deserve more than a round of applause. We don't give this award out very often. We've never given it out to anybody in the county. Thank you. Thank you for your commitment, your dedication, and for being real, true changemakers. Yeah, we need to squeeze together just a bit more. He really wanted to express his gratitude. He thinks this is an incredible program, and he's happy to be a part of the mission of the homeless trust so much. Thank you. Thank you. Okay, Rosetta, you're on. And for two seconds worth, I don't know that anybody's ever taken the time to explain to you all the significance of the collections. The uniqueness of the truth of Everett, Texas, we get to move the money where the need is greatest. We get a HUD grant, we need it. We get a state grant, we need it. We get a legislative grant, we need it. But it always comes with strings. You've got to spend it here, you've got to spend it there, you've got to do it this way. The uniqueness of what it is and the resources you provide allow us to do what needs to be done to really get. I lost the gentleman in the yellow shirt. It lets us stop what we're doing like I did downstairs and address a guy like that. Thank you. Thank you. Floor is yours. Good morning, everyone. On behalf of the entire... We're better than that. Good morning. On behalf of the entire Miami-Dade County RAR business section team, I want to sincerely thank the Homeless Trust Board for this recognition. We are truly honored and deeply appreciative. This award truly belongs to our entire team of dedicated public servants who show up every day committed to protecting the revenues that support some of the most important services in our community. Our team is relatively small. Three managers, three enforcement officers, five customer service representatives, and six revenue compliance analysts. But what this team has accomplished together has been extraordinary. Since forming the business section after transitioning from the Office of the Tax Collector into the Department of Regulatory and Economic Resources on October 1 of 2024, we've worked hard to rethink how tax administration and enforcement can be done more effectively, more strategically, and more proactively. Under the leadership and mentorship of our assistant director, Ricardo Roig, we were encouraged not to simply maintain the status quo, but to challenge ourselves to find lawful, creative, and defensible ways to improve compliance and increase collections. Mr. Roy gave us the support, trust, and authority to develop enforcement strategies that were not only effective, but sustainable and legally sound. His guidance has been instrumental in our success. I don't want to personally thank him for that. What makes me especially proud is how much this team genuinely cares about the mission. Whether it is a revenue compliance analyst reviewing records, an enforcement officer conducting field visits, or a customer service representative patiently helping a business understand its obligations, everyone on this team understands that our work matters. And honestly, we enjoy the challenge. We enjoy solving problems. We enjoy improving processes. We enjoy finding ways to increase compliance fairly and legally. And we enjoy working together. Public service can sometimes be difficult and demanding work, but moments like this remind us of why we do it. So again, thank you to the Homeless Trust Board for this recognition, for your partnership, and for the important work you do every day in the community. And finally, thank you to our RAR team. This recognition is a reflection of our management support and the business section's hard work, professionalism, persistence, and commitment. I am incredibly proud to be alongside all of them. Thank you. Thank you. You see, if I shout out, the chairman is a favorite word. Everybody in this room is going to shout out, free. And then if I follow it by, he has a favorite phrase, it will all shout out, yes, he's cheap approval. If I do show you the taxpayer's money, you provide that for us. Thank you. All right. We are on to business. Ms. Millett, you are recognized on 4B, Continuum of Care Request for Applications. Please. Thank you, Mr. Chair. So, U.S. HUD came out with its annual competition, the Continuum of Care Program Competition. They released the NOFO, as it's known as, on June 1. We issued a local RFA as the collaborative applicant. We will seek proposals from the community and then come back to this body for approval or disapproval of our recommendations. This NOFO marks a dramatic shift from permanent housing to transitional housing and support service-only programs. HUD has outlined the following goals, improving outcomes, improving innovation and accountability, restoring balance to the COC, i.e., the balance between permanent, transitional, and support service projects, prioritizing treatment and recovery, promoting self-sufficiency, advancing public safety, minimizing trauma, and expanding access based on merit, not ideology, and inclusion of faith-based groups in the Continuum. There are requirements for service participation requirements, engagement in substance use treatment. They're encouraging partnerships with outpatient-assisted treatment, partnerships with specialty courts, partnerships with crisis centers, reductions in encampments, and sheltered and unsheltered homelessness. The deadline for the submittal for the local RFA is July 27th. Recommendations to come before this board on August 11th, and our HUD application is due August 26th. I should make a note, Mr. Chairman, that there is litigation that was filed earlier this week in regards to the NOFO and some suggestions that there are unlawful measures within it. We are proceeding anyhow, and I am seeking from this board ratification of the issuance of the collaborative application, of the local RFA. Got a motion by Judge Leifman, got a second by Carlos. Are there questions or comments? This is an after-the-fact ratification. Are there questions? Are there comments? Ms. Millett, just simply for the record, you mentioned litigation. That litigation did not initiate in this community, correct? Oh, I'm sorry, yes, no, it did not. That was a yes, that was a no, that was a two-sided answer. The answer to the question is, the chair never asks a question, he doesn't know the answer to. The answer is the litigation did not initiate in Miami-Dade County, and the trust is not a plaintiff in the lawsuit. And it was simply an identification that there is litigation pending somewhere in the United States, not in our community, challenging enough. With that explanation, any questions or comments? Seeing none, all in favor, signify by saying aye. Aye. Opposed. Motion is adopted. We are on the numbers to foresee. Carrefour needs to leave if you're on the dais. Adios. I love you, but just, you know, temporary dismissal. 1, 2, 3, 4, 5, 6, 7, 8, 10, 11, 12, 13, we're good. Go ahead. Thank you, Mr. Chair. So, for the fiscal year 2024 NOFO, it was intended to be a two-year competition to cover 24 and 25 and allow COCs to plan, amend systems, et cetera. The 24 grants have passed, and the 2025 grants need to go into effect. There was litigation with the 25 NOFO. HUD ended up issuing a NOFO, even though it was supposed to be a two-year cycle. We went through that process. This body approved recommendations. The litigation continued, and HUD said on May 21st, we're just going to renew all grants in the portfolio. This includes the Youth Homeless Demonstration Program grants for us. This includes the special NOFO grants for us and the COC program competition. So, in excess of $62.5 million of grants, we only need to renew these grants for 25, which take place in calendar year 26. So, let me just stress, some of these grants are underway. Providers are providing the services and the housing, yet we are not in a position to reimburse them for those services. So, we are seeking approval from this body to receive and expend money, enter into grant and subrecipient agreements, amendment, et cetera. I also want to mention Commissioner Bastian, as this is a time-sensitive item, has agreed to be the prime sponsor of this item before the Board of County Commission. You have a motion to adopt, please. Got a motion by Judge Leifman. Got a second by Esther. Questions, comments? Questions, comments? Say none. All in favor, signify by saying, I saw your lips moving, Esther. All in favor, signify by saying, I oppose. Motion is adopted. We're on to 4D, please. Thank you, Mr. Chair. So, as this body knows, we received a planning grant in the amount of $325,000 to begin to rethink our homeless prevention system. We are doing this in partnership with a randomized control trial operated by University of Notre Dame, Right at Home, Destination Home. This is a national initiative with only a select few number of communities selected to participate. How many total in the country? Ten, but I think they've added one or two more since, so it's very exclusive. So, the assistant director and I, Manny, went to a conference in San Jose earlier this month, not a conference, a convening of the Right at Home Partners, and we were notified that we will receive $7 million over the course of three years to implement this targeted homeless prevention initiative. This body has not yet seen the budget, but we are also recommending some local food and beverage dollars, a million a year for three years, so we can do this randomized control trial, study the outcomes in a very comprehensive way. So, we issued an RFA for four components within this solicitation. One is we're seeking an access point. Two, we're seeking a fiscal agent. Three, we're looking for a supportive service provider or providers and legal services to go with this homeless prevention initiative. The deadline for the application is the 12th. Same here, Mr. Chair. We need to get board's ratification of our issuance of an RFA for homeless prevention using these Right at Home and local funding. Motion, please. Got a motion. Got a second. Got a third and a fourth. Floor is open for questions or comments. I just simply want to reiterate to everybody, you've heard my excitement since we first got the initial reach out that we were going to be included in the Right at Home opportunity. I remind each of you and those that may have missed a meeting or two that this fits right into where we are. We are the poster child for what these folks are doing. This is about how we prevent homelessness from growing once we solve the problem. This is about how you find it, meet it at its location, and keep it from happening. This is really a turning point. I said it when we first got approached. I said it a second time when we got selected. I said it a third time when we last had it in front of us. The significance of what this means, Cleve, in the history of what we do is really what it's at. Carlos, this is what Alva envisioned way back when, that we would begin to get to the end. We could see the light at the end of the tunnel. This was a missing piece. We knew we needed it, but somebody else grabbed it and ran with it nationally. We fit right into what it is. Got a motion. Got a second. Seeing no further comments or questions, all in favor signify by saying aye. Opposed. Motion is adopted. Ms. Maletta, I believe we are now on. Does the judge need to leave? No. Okay. We are on the Miami Center for Mental Health and Recovery and our financial commitment. The trust is in a very good place here in large part because of the leadership of our finance committee chair and our dear friend Judge Leifman. Vicki, you're recognized. Thank you, Mr. Chair. In the prior item, I forgot to recognize Dolores Holley with Housing and Community Development. She put us on to write at home. She was at a conference, paid for by herself, heard about the initiative, said, I have a continuum for you. So I appreciate her putting that. Thank you for doing that. I did as well. Moving on. And before you go, Chief, it's really an example of an employee who works in the county, who had no obligation, no responsibility to advance us, and did it. So when you all on the 29th floor do employee or volunteer, you know, employee recognitions, I would certainly, from the chair, like to recognize her. However, if there's any opportunity in your office to recognize her, I would simply encourage it. So, Vicki, go ahead, please. I would also like to recognize Chief Burgos and Judge Leifman for the monumental task of having our Board of County Commissioners, Unina, Celia, approve with Chairman Rodriguez's leadership the funding needed to open the Mental Health Center. As you know, we had a $1.1 million prior commitment approved by this Board in the center. There were some challenges in moving the item forward. The administration came back to us. Would you remind the Board what the $1.1 million was to go for, please? So we talked about a service layer. We also had a conversation earlier in the week. It may offset the cost of a couple of crisis-stable utilization beds, but there's more conversation to come, so we will have conversations. We want to be able to make sure that we can tie the activity back to food and beverage funds so we do not violate the statute in any way. Thank you, Mr. Chair. So the administration came back to us when there were some challenges in moving the item forward and said, can we further leverage food and beverage funds for the benefit of homeless and people being diverted from the criminal justice system with severe mental illness? And we had discussions regarding the 6th floor, 48-bed possibility on the 6th floor, and we worked with WestCare, who had already been selected or envisioned to operate the initial 75 beds in the center, and we said we would like to see 48 transitional housing beds. And we got together, and a budget of 1.3 came out of that. So we are seeking approval from this body for an additional 1.3 into the mental health center for a total of 2.4 over three years. I should say that the chairman's item tasked the administration to come back to this body seeking that approval, or else they are going to go out and do an RFA to seek a provider other than the trust, other than WestCare, to operate these 48 transitional beds on the 5th floor, excuse me, 6th floor of the center. So what we decide here today will be a meaningful action step. We either create those 48 beds with this 1.3 plus the other 1.1 or another entity, another provider competes for the opportunity to operate that floor. So with that, I'll ask this body to please approve $2.4 million in total toward the mental health center for the next three years. One other point, Mr. Chair, there was another section of the chairman's item that after the center has been in operation for 365 days, the chairman wants to see data on who came through the center, including the percentage of people who were served that were homeless, the types of services that were provided, the average duration of services for people experiencing homelessness, and an assessment of whether the homeless trust contribution should be renegotiated. So with that, I toss it back to you, Mr. Chair. Need a motion? Got a motion? Got a second? Carlos, you're recognized? No, no. Okay. So got a motion? Got a second? Judge, you're recognized? First of all, I want to thank our chair's incredible leadership and efforts to help make this happen as well, as well as our executive director, Ms. Millett, and the incredible collaboration from many of these people, including Jackson and the mayor and my dear friend to my left. It really, truly has been an amazing collaboration in 22 years. Regarding the collection of data, just so you know, and we can work with this, we already have funding through a grant, and we've already contracted with the Population Health Department at the University of Miami, and they will be collecting significant data to be able to show the outcome measures, and we can add some of the issues that Ms. Millett just referenced us to. So I don't think we'll have any issues collecting all the data that the commission and the chair would like to see. So we'll work with you to make that happen. And again, thank you all so, so much. I think Ms. Burgess would like to add something for the chair. Thank you. Absolutely. So we're so proud of this Mental Health Center project. I cannot say it enough. It has taken a village. And I always remind the judge it is his vision, but our mayor, as the first social worker elected here in Miami-Dade County, she took lead and made it a priority for her staff to really work on this project. So I wanted to highlight that piece. And Vicki, I wanted to also thank you publicly for always being at the table when it comes to implementing comprehensive services here in Miami-Dade County. So thank you to our Board of County Commissioners. I think it's important, and I hear you, Judge Leifman, and thank you for recognizing that I'm a dear friend. I think we talk every two days, but I think it's really important to make sure, yes, I know that University of Miami is at the table, but we really want to follow the item as stated, right? And we will be working with Jackson, and thank you, Esther, for always, always being a great partner to us. So just wanted to mention a few things, but I'm so excited to be here at the table with you, Judge Leifman, as we move this project forward. Mr. Chair, one more comment. You recognize, Your Honor. No, and I don't want to lose sight of the most important part of this. It truly will help us fundamentally address the last group of people on our street that we have not been able to help. We receive, the court receives a list every single day of individuals with serious mental illnesses who are arrested who are eligible to be diverted into treatment. And over the last five years, there's about 16,000 of those individuals, but narrowing them down to the top 1,000, we sent them to Vicki, and, of course, she did an amazing job and compared that list to the HMIS list, and it's very similar. And there's at least 600 people on that list that are on our HMIS list. It truly gives us this opportunity that no other community in the United States has been able to do, which is to address the most acutely ill that consistently cycle through all of our systems. I was at a board meeting for the Corporation of Supportive Housing this last week in New York, and they're struggling with the exact same population. They're not doing well in supportive housing either. And it's because they're just too ill when they go into housing. We work very closely with Camillus. They don't do well there either, and it's because they're not ready. And this building, because of all the different services that have never been provided for this population before, will give this very, very ill, vulnerable population the level of care they need to get into recovery that we can then transition them into housing and make them successful because they'll be healthier. And I know that over time we will finally have an opportunity to get us to functional zero with this facility, and we could not do it without our chairman, our executive director, and this amazing board, and the mayor and everyone else that has come together to make this happen. And I am personally incredibly grateful and so appreciative of everybody at this table because as difficult as it was, and it was an interesting two years, there's no other community in the United States that's doing any of this. And we're really showing the way, and all of us should be incredibly proud because at the end of the day it's really about this population we're trying to help. So thank you all very, very much. Your Honor, thank you. I'm proud to call you my friend. I'm proud to call you my partner. You know, it's interesting because by the look around the room, there are only two of us here that were here when Charlie Crist signed that thing and converted it from a fee simple interest to a dollar-a-year deal. You will remember I was somewhat on point on that, and here we are almost, not quite 20 years later, but pretty damn close. I think we're butting up on 18, so thank you for your leadership. I'm remiss, Judge, if I don't recognize Scott Hansel and the Chapman board in particular. When we were really struggling on getting it on an agenda, he and his board really stepped up from a leadership standpoint and made a difference. So, Scott, to you, Kavye, and the entire board, Carlos, thank you. Immeasurable impact, significant. You know, doing what I do for a living for 55 years, it is rare to find an entire community village response as we found on this issue. We found it. We need to harness it, hold on to it, because it's how we're going to get to functional zero. There's a motion in a second. Were there any other questions or comments? Cleve, you're recognized. I apologize. Thanks, Mr. Chair. As the Homeless Trust historian, I would just like to remind the group this morning of how grateful Alva would be about this whole event. And for those of you who don't know, this whole journey began the day that Alva Chapman retired from Knight Ritter, on his way home, he stopped at a red light. And this was during the time when homeless people were washing the windshields of the public. And Alva said to himself, something is wrong with this. And, of course, we also had Hurricane Andrew come along around the same time. It was quite an eventful event. But Alva got involved. And as a result of that, for those also, when this board first came into effect, all of us were on the board and Alva determined who was going to be on what board and gave us all assignments. And I remember Attorney Byrne from Knight Ritter had to often remind Alva that he had a full-time job and it wasn't for the Homeless Trust. So Alva would be, along with Ron and the rest of us, we would be, it's just, we can't express how great of joy it is that this is taking place. This is what Alva had in mind. And it started from, with Alva, it came from the heart. It didn't, it was, he didn't need a job, but he saw a need, an opportunity. And so today, I'd like to just say thanks to all of you for all of the hard work you've done and the best is yet to come. You got that right. Hear, hear. See, no further comments or questions. All in favor, signify by saying aye. Opposed? Motion is adopted. On with the next item is 4-F, which is the Camilla's House restructuring. You recognize, Vicki. Thank you, Mr. Chair. On May 24th, we received a letter from Camilla's House expressing some financial challenges and seeking to return contracts to the Homeless Trust effective July 1. We have been working with them very closely to find a way forward with as little impact to households in the continuum as possible. And I, I'm going to walk you through a couple of those changes. The Trust owns property in Homestead on the Air Reserve Base. There are three projects on that property, St. Michael's, Mother Seton, and Verde Gardens, all three of which are operated by Camilla's House. St. Michael's is a joint transitional housing rapid rehousing project. It is the 28 households approximately. It's a number of cottages there, and it's shared living. We've been in discussions with New Hope Corps, one of our contracted providers, who also provides transitional housing. They are willing to assume operations of that project in a direct agreement with the Trust beginning October 1. Prior to that, Camilla's is prepared to enter into a subrecipient agreement with New Hope to begin now through September 30th. Mother Seton is another project on that same Homestead Air Reserve Base property. It is a permanent supportive housing for families with minor children. It includes 39 units. Both St. Michael's and Mother Seton need improvements, capital improvements, including roof replacements. There's also significant water intrusion issues at Mother Seton, which need to be addressed in phases. Camilla's House many years ago assumed this property from a group called Metatherapy that was in a long-term lease. There is a 50-year lease on these two, the parcel that is about 20 acres, and that 50-year lease makes Camillus responsible for the repairs of the properties, the maintenance of the properties at its sole cost and expense. They have sent us a letter asking that they be allowed to remove their leasehold interest of the property, and in exchange the trust would put up the capital dollars to facilitate the improvements that are needed on both St. Michael's and Mother Seton. I should mention that we are going to be competing Mother Seton in the upcoming competition. I believe Camillus is seeking to retain that property, though, or retain the operations of that project. Entached, you will see the five-year outlook for capital for both Mother Seton and St. Michael's if you want to refer to those amounts. And those are already accounted for in the budget, correct? We have not approved the budget, but they are in the proposed budget, which has yes to come before the body. Yes, yes, sir. Verde Gardens, as you know, that is not under the same 50-year lease as the other two properties. It's 145 units of supportive housing built by the trust, operated by Camillus. Camillus, I believe, would like to continue operating this property. This project is also in the current RFA. We are seeking a very – this has been a challenging property. We like to see a separation of the property management from the supportive services provided, and that's articulated in the NOFO. There are two additional projects. One is called Brother Richard. This is a permanent supportive housing project that includes 54 leasing units, and it's leveraged with 85 project-based vouchers from several public housing agencies, together with supportive services provided by Camillus. The fiscal agent that this body approved is going to assume the leasing payment, and they're efforting to do that in August. The trust is continuing to seek a new project sponsor for the supportive services. Until that time, we are seeking approval from this body to advance Camillus month by month through September 30th funding in order to provide the services and pay the client rents or until the transition for both the rental assistance and the service component is complete. Brother Raphael is another permanent supportive housing project. It includes 75 stability vouchers, so the rents are paid by the housing authorities, but Camillus provides a supportive service component. As with Brother Richard, discussions are underway to find a nonprofit provider or providers to provide the services component. We are also seeking a project sponsor for the services piece, and we are hoping to reimburse Camillus with approval from this body on a monthly basis for the services component until a new provider can be put in place month by month, and this grant ends September 30th with a new provider taking the helm potentially. We receive state emergency grant funding from the state, and we match it 100% with food and beverage dollars. Camillus is returning what they have not spent on the ESG state portion of the grant and a portion of the food and beverage funding not expended. The state grant expires June 30th. We've been in touch with our private sector partner, Chapman Partnership, who administers other ESG funding. They are willing to assume responsibility of spending down what would otherwise lapse on the state contract as well as the food and beverage funds for the benefit of households in the continuum. Project Lazarus Specialized Outreach is a specialized outreach program where clients are medicated on the street. We've been in conversations with Camillus Health Concern to assume this project. This project is a combination of state funds, a special appropriation, which we received for the last several years, as well as food and beverage funding. We have told Camillus Health Concern they are welcome to partner with Camillus to provide this specialized outreach. There is a $90,000 special appropriation we have received from the state, which takes effect July 1. We intend to contract with Camillus Health Concern for that $90,000, and they will assume the full administration of the project by October 1 when the food and beverage cycle ends. Camillus House also operates low-income housing with homeless set-asides on its property. Its main footprint, it's called Cedars Court. That program remains not impacted through any of these discussions. So we are seeking from this body to allow, our grants already allow for modification, termination, and renewal as approved by this body. And the Board of County Commissioners, however, contracts are reimbursement-based. So we would need this Board's approval to provide monthly advance to Camillus for the Brother Richard and Brother Raphael projects beginning July 26 through September 26 or until the transition of those projects is complete. We're also seeking, with the Board's approval, to end the 50-year lease agreement together with consultation from the County Attorney's Office and approval by the Board of County Commissioners of the 50-year lease agreement that covers both St. Michael's and Mother Seton so that we can also, in the fiscal year 26-27 budget, create CapEx accounts to do the improvements that need to be done on those two parcels. We're continuing to monitor progress being made on the Camillus 24 and 25 audits, which included findings. We're also reviewing documentation that Camillus provided a week ago, as well as more documentation we expect to receive today so we can better understand their financial position. We have a face-to-face meeting. We have daily meetings. We have a daily set meeting with them together with the fiscal agent, and we have a face-to-face meeting coming up on the 29th. Camillus House's Chief Executive Officer has repeatedly reiterated, that he anticipates that following the restructuring and right-sizing, the organization will be in a position to carry out new housing and service activities by calendar year 27. The trust had initially indicated leadership that it would not consider any project proposals from Camillus in the upcoming cycle. That's the one you just approved, but we have subsequently asked that this body reconsider. They asked that I reconsider that decision, and I need your support to do that, to allow them to apply for projects. They will still be held to the same threshold, merit, risk review, and selection process as all other applicants, and as I said earlier, any recommendations will come back to this body. So with that, I turn it to you, Mr. Chairman. Give me one second, please. Yeah. Biggie. I need a motion to adopt first. I'd like to comment on this one. All right, but let me get, let us get to the proper posture. I will give you that opportunity. I need a motion. I got a motion. Do I have a second? I got a motion and a second and a third. Carlos, you're recognized, and I'm going to, I want to pause for one second before you do. If there are questions for Mr. Gloria, we will recommend, we will recognize him to answer any questions if you have any. I am not necessarily encouraging him. I just want you to be aware that Mr. Gloria is in the room. Also, Scott Hansel is in the room on the Chapman side. If there are any particular targeted questions to them. And Carlos, before you speak, to my lawyer, can he speak as a member of the Chapman board? I didn't dismiss him from the room consciously because I didn't think we needed to, but on reflection and your note, I'm asking the quick question. So before I recognize you, I want to be sure we're okay. Yeah, I think it's better to avoid it. It doesn't matter the amount, guys. Carlos, you've got to leave. I apologize. I can't let you speak. And I don't mean to take your First Amendment right away, but. I still have a question. It's a question not as a member of Chapman, but as a banker, if you will. Wait, wait, wait, wait, wait, wait, wait, wait. I will follow up with that question. To Vicki and Shannon, not to me, if that's okay. And I want everybody to think that was adversarial. That is our effort to always protect on the conflict side. We have providers on our board. We dismiss you from the room for a reason. And we side on the side of caution. And I completely defer to our lawyer. I try not to play lawyer on this. So with that, Scott, if you want to go and get whatever Carlos's question is, I would recognize you as a non-member of the board from the out of order, even though we're beyond reasonable opportunity to be heard. I would recognize you from the podium if you want to be recognized. That's the best way I can address that question. All right, so I believe we have a motion in a second, I believe, correct? No, no, we can move along. Do I, but did I get a motion in a second, right, Shannon? All right, so we're in proper posture. All right, are there, before Mr. Hansel comes back in, I'm not doing this while he's outside of the room for any reason, but save time. Are there any questions? David, do you have any questions? Any questions? Please. Judge, I'm good across the board. Children and families got no questions. Please, microphone, if you would, before I get yelled at by the guy in the booth. But if they were allowed to apply in 2027, there would be a risk review. I assure you of that. Which happens. I assure you of that. Thank you. And look, you know, we've been in visits 35 years, folks. Every now and then, over the 35-year history, we've had a provider that had challenges. Camillus' challenges are unique to them at the present time. They have been extended. It's unproductive to be critical, as it would have been on any other provider along the way over the 35 years that may have had some struggles. We're working through it. But I assure you that this memo, the substance of the memo, the components of the memo, have eaten up an inordinate amount of Vicky's and our team's time over the last six months. I think we're getting to a better place, and I just think that this is the right place to be. And so with that, I want to try to give Scott an opportunity to come back in the room and either ask a question or speak to a question they may have. We will temporarily defer this. Nope, he's coming back in. Scott, do you want to make a comment? Mr. Hansel, you're recognized, even though we're beyond the reasonable opportunity to be heard. Thank you, Mr. Chair. Just to be clear, I'm just repeating what Mr. Fernandez-Guzman said to me. So his point was he would support this, but only in a situation where there's a third-party objective assessment of the financial situation of Camillus for the 27- and three-year cycle, so that there would need to be some objective third-party assessment of the financial situation and their ability to continue that. That's just repeating his question to me. That's a valid question. On the record, please. Ms. Millett, you're recognized. Thank you, Mr. Chair. So we have just begun receiving deeper documentation to better understand the financial picture of the organization. We expect additional documentation today, and we have every intent of reaching out to the auditors here in the county to take a closer look at the documentation we are provided once it's in the door. Scott, to further respond to Carlos's question, I remind everybody, we're a 27-person community, diverse board, diverse in every aspect of what our community looks like, both from an ethnic, from a professional, from every aspect of what the community should want in a balanced board. We got a banker on the board for a reason. He's excused from the room. Doesn't mean we should dismiss a concern he has. If Ms. Millett and our team, Maria, Vicki, Manny, Terrell, believe we need a third-party audit, an outside audit beyond what is being reviewed by Vicki, our team, and the county's audit team, we will certainly look at doing that. But I don't know that it needs to be part of the motion at this point in time. I would ask, Vicki, for you to specifically come back with an agenda item on a report until issues are fully resolved so that both Carlos and the board can have a comfort level on the reviews. We've heard it not only here. We got it yielded on the other side of the dais as well. From DCF's perspective, I think we've got to pay attention to our board members. With that, I've got a motion. I've got a second. Discussion further. Any comments or questions? I want to be sure that this has fully been looked at by everybody, and everybody's comfortable where we're going. Seeing no further objection or comment, all in favor signify by saying aye. Opposed. Motion is adopted. Eddie, thank you for the continued cooperation. Thank you for the continued effort to try to get us to a better place. Scott, to you, your board, and your team, thank you. Vicki, you're on to the legislative report. Please go ahead without me on it. Thank you, Mr. Chair. I'm sure you'll be able to provide much more color commentary than I will on this item. It was a harried session, but they got to a budget for 26-27, and we did well. We have a million dollars to continue our acquisition and renovation efforts for disabled adults and seniors experiencing homelessness. A property has not yet been identified. We were awarded $275,000 for bridge housing and services. This is a project that's currently ongoing at the Salvation Army. Specialized outreach funding in the amount of $90,000. We discussed Camilla's health concern. We'll be assuming this grant. And Chapman did well with $225,000 allocated for its CP Works program, which is an employment initiative that they hope to create a regional initiative for our continuum of care. On the statewide funding side, we were kept whole. The staffing grant continues at $181,000. The challenge grant continues. Our allocation is $768,000, TANF funding at $31,500, and emergency solutions grant funding at $232,000. These grants that are statewide are already part of what's called a unified funding agreement. We have a three-year cycle. We're in year two now. And the TANF and ESG are passed through funding from the federal government. So today we need the board's approval to receive and expend the special appropriations that I spoke of at the beginning of this item. Including, for 26-27, renewing our contract with the Salvation Army for the bridge housing and contracting with Camilla's health concern for the $90,000 and exercise amendment renewal termination cancellation and modification clauses as needed. We're also seeking approval to enter into an agreement with the state of Florida for the $1 million for acquisition and renovation. As I said, we do not have a property identified yet. We will come back to this body once the property is identified and we can enter into an agreement with an entity to purchase and renovate. Okay. So this is a unique motion. This is because the governor has not acted on the budget yet. The governor will not act on the budget until probably Monday. I know a lot of people think he's acting today. He is not. So this is a, what I would almost consider to be a pre-approval, if you will, motion of an item to be awarded. The chair is comfortable enough that these amounts will be approved by the governor. I've had direct conversations with the governor and his staff multiple times as recently as yesterday afternoon with a direct conversation with the chief executive officer of the state directly. I'm comfortable that these monies will be there. And so the motion would be appropriate. Do I condition anything on it at all or just the approval of the state budget? Correct? All of that's the motion. If I could get it made, please. I got a motion. I got a second. Are there questions or comments? Seeing none, all of it's free money, folks. All in favor, chairman's favorite word. All in favor, signify by say an aye. Opposed. Motion's adopted. Carlos, I believe the concern that you wanted to express as a banker was appropriate. We just needed to avoid the appearance of the conflict on the item. Scott not only articulated the concern, we understand it. There are audit reviews that are being done. If Vicki, Manny, Terrell come back and think that a third-party external audit needs to be done of some kind, of which Camillus would only be responsible for responding on those specific grants, not into the totality of their financial condition, we would address it at that time. They have the leeway to do it. There will be an item on the next agenda and the following agenda and the following agenda until we get through all of the reviews that are being done. So I didn't want you to think we were dismissing your thought or concern. It's valid and legitimate. We've got it. Okay. Heat season report, please. Or she would say extreme heat. Yes. Extreme heat is underway. We have protocols and policy approved by this board for when heat takes effect. Our first heat advisory was on June 19th, and we've had probably six, seven, eight days of heat since then, where the heat index is 105 for two or more hours, and in some cases, 110 for two or more hours. We've received very generous donations of water from Valamo and no days off. I know 7-11 is also preparing to send us water. We're grateful for those. We provide those supplies together with supplies provided to us by DERM, which include cooling towels, electrolytes, sunscreen. We provide those items to people experiencing homelessness through our coordinated outreach teams who are canvassing our community every day to make sure that people don't suffer illnesses or death from the extreme temperatures. Our teams also wear red heat alert shirts on those hot days as a visual cue to people experiencing unsheltered homelessness that it's particularly hot outside. And we have student leaders within a group called Heat and Heart Outreach who are also fundraising for supplies and putting together, their goal is 800 heat relief kits, and they've done this for us previously, so we're grateful. This is an information-only item, Mr. Chair. Very good. On to system performance measures, please. Mr. Chair, I'm going to give it to Mr. Mr. Soraya, you are recognized. Good morning. Good morning. I'm going to review our system performance measures with you. If there are new board members, our system performance measures is something that HUD utilizes to monitor how we perform as a community. In large part, they look at our ability to improve year over year to our last year's measures. These measures have been ongoing now for at least eight years. And some of the activities that HUD looks at to measure us is the length of time people experience homelessness, returns to homelessness from people who exited to permanent destinations, the number of people who are experiencing homelessness, largely from our point-in-time count, employment and income growth, people who remain in our system but also people who exit services, and the number of people entering the system for the first time, and lastly exits to permanent destinations or retention in permanent destinations for programs that HUD funds. I always hate starting with length of time, I always hate starting with length of time, but it is the first measure. It's also one that we've never gotten a handle on. Length of time has consistently risen in our community, and that's the time in which someone, when we engage them, reports having been experiencing homelessness until the time they get a move-in date to a permanent destination. Length of time, homelessness was up about five days compared to last year. Measure two is the ability of people who exit to permanent destinations to not return to our system, and we did have improvement this year compared to last year. Roughly 19% of all people who exit to permanent destinations return. That's largely people that are returning to family and friends, not so much subsidized housing. Next to family and friends, I would say, for people that get short to medium-term rental assistance, might be returning. Measure three is the number of people experiencing homelessness that we obtained from our point-in-time count. This year, we did experience increases in both our sheltered and unsheltered count. I think that was a board item, so I'm not going to dive too deeply into that. Measure four is our ability to increase employment and income growth. I'm going to highlight the fact that we markedly improved our ability to increase employment and income for people exiting our system, and so I think that's something to celebrate. It does look like fewer people who remain in our system have income growth compared to the previous year, but that could markedly be because we only evaluate that annually, and so that has a lot of factors. So I think that counting the people who exit is probably the better measure there. First-time homelessness was down this year compared to last year, so we saw about 400 fewer people entering our system at 4,893 compared to previous year. No communities tracking measure six yet, and measure seven is a multi-status measure, so it looks at the ability of people who exit directly from street outreach to permanent housing. This is something that we've tried to perfect over the past three years, and we have been doing an incredible job. I didn't think we'd actually improve on last year because we doubled our rates in last year compared to the previous year, but we continue to improve our ability to place people directly from the streets into housing while also improving the ability to place from shelter, safe haven, and transitional housing. So last year we saw that one improvement caused a decrease in the shelter placements to housing, while this year we're seeing increased improvements in both systems, so kudos to all the providers in the room. And lastly, retention to permanent housing, and we're always straddling the 97% to 99% here. We did improve over last year. So we have a HUD federal competition out right now, and we looked at, in the notice of funding opportunity, we looked at how HUD is going to rate continuums for system performance, and we did some mock scoring. Unfortunately, HUD is relying heavily on giving points to communities on their point-in-time count, and the fact that we had an increase in our point-in-time count is going to hurt us. Our increase is largely due to the fact that we have implemented geographic outreach teams, and now there's greater expertise by those teams, and Mark Lee and the South Dade area were in the point-in-time count. These teams are now very familiar with people living in overgrown properties that are not occupied by businesses, so we saw a marked increase in the pit there, and we don't think that's an actual increase. We just think that that's an improvement on the way we've been collaborating with law enforcement and the geographic boundaries that the outreach teams are covering. But otherwise, we're doing well in many of these other measures. Yeah, I don't think that that's it. That's it for my presentation. All right, questions or comments? You're welcome. Please, microphone. Thank you. You mentioned the increase in the point-in-time. Do they take into account population increases or just the raw number? They give us the opportunity to explain in a narrative. So we will write in our narrative. We could write population increases or we could write about our strategy. We definitely plan to write about our strategy to improve the count and how it aligns with the federal priorities of working with law enforcement and doing all those things. But also, I think that they are just going to look at the raw numbers. And a lot of communities did experience a decrease. We had experienced a decrease for three consecutive years, and I think but for this expertise that we gain in assigning teams and working with law enforcement, we probably would have seen an increase if we had not changed anything. But, I mean, for the right reasons, we saw an increase. And now we have, like, a new baseline in what really is our numbers. Follow-up? Anybody further to recognize, Judge? I just want to add that the facility is also something to write up about as an example of where we're going, and that will be a major attempt to get this number down significantly. So I think it's just another area that helps us going forward. Absolutely, Judge. Very good. See, no further questions. We'll move on. Point in time, please. Mr. Chair, we've shared with the board the unsheltered numbers, but have not shared the total homeless numbers, both sheltered and unsheltered. So we did see, in the January count, an increase of 33 people or 1% in total homelessness. But as you know, in unsheltered homelessness, we reported this before, we saw a 38% increase. And in sheltered settings and other temporary settings, we saw a decrease of 293 individuals. So our net is 1%. Obviously, unsheltered is an emphasis of ours. We do not think there's been a tremendous surge, as we said before, in unsheltered homelessness. We think the state law, combined with the geographic separation of the outreach teams who are canvassing specific areas, working more closely with law enforcement than ever before, that we are uncovering pockets of homelessness that we might not have been 100% aware of before. We were also under colder weather last year than we were this year, and I believe we were in the cold weather procedures. And, yes, Manny is correct. There's 20 points in the upcoming NOFO tied to your unsheltered sheltered number, and we are going to have to explain in the narrative, Gilda. Okay. Any questions of Ms. Millett? What's the date of the pit count, please? Thank you, Mr. Chair. August 27th is our summer census. I want to make sure everybody has it on their calendars. Okay. Next item, family with minors. Please, the report. This is good news, Mr. Chair. Finally. I'm glad to talk about this. So when we received the Bezos $5 million grant, we decided to rethink how we deal with family homelessness, and we work with our private sector partner, Chapman Partnership, and we sort of made them point on all families entering the system so that they could do an assessment all families, try to divert or prevent homelessness whenever possible. We also work – they are also working closely with Hermanos de la Calle, who's done tremendous work on families. So we took a look at – you can see on the back page of the item how we're doing. The total number of families served is similar to what it was in 23-24. In 24-25, it was 1,115 families. The total number of hotel families went down from 312 to 251. The average length of time families were homeless went down from 195 to 191. The average length of stay in hotel dramatically decreased from 99 days to 64 days. And the percentage of exits of families to permanent housing went up from 76% to 81%. So the percentage of families directly exiting from hotel to housing was also up significantly from 7% to 25%, which means we don't have to take families from hotel to shelter to housing. If they're moving swiftly with getting their crisis under control and documents in order together with Chapman's case management, they can exit directly to housing. So all good news. This is an information-only item, Mr. Chair. Okay. Moving on. Cold weather, please. This item was deferred from the last meeting, Mr. Chair. These are just reports on three cold weather activities. I won't go into them in detail since we are now in heat season. Correct. Ms. Moslem, you are recognized. Thank you, Mr. Chair. Speaking of heat, when it gets hot out and we have extreme heat with our outreach teams, we know that our phone is going to ring with media wanting to know what our teams are doing. So as part of my report, I wanted to let you all know that starting in April, we started putting those pieces together since we've now done this for a couple of years now. We know what's expected. We had an extreme heat press release ready to go. We updated a copy for our website so people would have immediate access to the cooling centers. We had that ready to go, waiting for that first hot day. We also coordinated with Chapman to have a bulk items drive. So when it got really hot, we can immediately let the community know what items we needed. And also, this year we tried something a little bit new to unify our response with our outreach teams and to help our outreach workers understand better what we do and why media is important. We did a little mini-media training and basically told them to understand more about why press was coming and what the expectation was and to relieve them of knowing or thinking that they might have to actually do interviews. Like, we took all that off the plate and we said, just do your job, show up, wear your red shirt, have your supplies. And when we got that email from Mike Pimentel saying that we were ready to go with excessive heat outreach, we were ready to go. And we received a phone call from CBS National News. And within an hour, Mr. Book was on the road. Our outreach teams were waiting for him in their red shirts with everything they needed for the camera crew to get what they would be doing anyway. So, everything went off without a hitch. It was a great exercise this year and a good launch. We had almost 30 outreach workers attend this little training. So, next year I think we're going to expand it a bit more. But it was a good launch for the year. I want to let you all know that we have an exciting event coming up next week. And it's on page two in your packet of the M-Network report. We are going to be celebrating the first anniversary of Hideaway Bay. It was last year at this same meeting that I was telling you about media coming out to see some of our first residents moving into their apartments. And we celebrated. We went across the street. We did some line dancing with the community center. So, that was a really great day. Well, on Tuesday we're going to let our community meet those 93 residents. Our mayor is coming to speak. We have a short program and some really special moments. So, if you are interested in joining us, coming to see where they live, see how the New Hope staff really nurtures these residents, I hope you'll come out. You can feel free to RSVP with me after the meeting is over. Finally, let's talk about the bed race. I think I have a slide. Yes. So, a reminder that it is November the 6th, and I will also say that there are so many events happening in our community. There are so many 5Ks, so many 10Ks, so many marathons. There's even auto racing. But there's nothing like a bed race to result in this kind of joy. Yes, it was a lot of fun. So, please mark your calendar, not just for November 6th, because the bed race takes a little preparation. We also, as part of formalizing our event this year, have put together a sponsorship package. I want you to listen carefully to some of our categories we're looking for sponsors for. We have story time sponsors. We have full bed sponsorships. We have queen bed sponsorships. And so, of course, we have king bed sponsorships. And I have the sponsorship deck with me. Anyone who might want to think about being an early adopter to our bed race as we really grow it and make it a foundational event for this community, please see me. And I'm happy to answer any questions. Good. Questions for Ms. Moslem. Wow. No questions. Full, complete. All answers. Who, what, where, when, how, and why. Thank you. See you Tuesday. You got that right. Thank you. We have Kavaya, the better part of the dynamic duo. Come on up. Chapman. Good afternoon. Good afternoon, Mr. Chair and board members. Good afternoon. Good afternoon, Mr. Chair and board members. Good afternoon, Mr. Chair and board members. I'm Kavaya Sardui with Chapman Partnership, and I, as a private sector partner, I am here to provide you all with our strategic report on Chapman's progress. Today, I'll just be discussing our key performance indicators, as well as I want to share some highlights regarding our workforce and development. Let me see. Let me see. Is this working? Let me go this way. Let me go back. Okay. So I'll start off with our key performance indicators for the month of May. We do remain at 100% full capacity. Our positive outplacements for that month was at a 47 percentile rate. The average length of stay was around 136 days. As to our positive housing placements for that month, we were successful in placing 101 individuals into permanent housing pathways, which equated to 64 housing units. As to our hotel and motel families, we did serve 33 families in the scattered site locations. And for employment, our year-to-date stats, we have been successful in finding in securing permanent employment opportunities for 397 individuals. For the month of May, the average hourly wage was roughly around $16.90. So that's our KPIs for the month of May. And I'm excited to share that Chapman Partnership was selected by the Omni CRA to operate its neighborhood beautification program. What a big deal that is. Yeah, it definitely is. A big deal. Yeah. And they are also known as the purple shirts. You see the guys there and the ladies here in their purple shirts. This partnership definitely represents a secured investment in our workforce development initiatives and neighborhood revitalization. The program launched in the month of May, and we successfully inherited 16 employees within the program. We are actively recruiting additional participants as this program continues to grow. So what makes this initiative especially meaningful is that it is intentionally second-chance friendly. So this is something that our population of focus can definitely take advantage of, especially those who are hard to place with employment opportunities. It gives them the opportunity to, one, have paid employment at minimum wage, and it also builds a consistent work history, which is something that they need in order to secure permanent employment opportunities. So we are truly excited about having this amazing partnership and also being able to create long-term economic stability for our population of focus. In addition to the OMNI CRA, I'm pleased to share with you that our CP Works project has entered into a second-year contract for our steward program. And because of the amazing work that we're doing in the workforce development, we are now in active conversations with different municipalities who are looking to partner with us on the workforce initiative side. So I'm truly proud of Alex Paz, who is the Vice President of Workforce and Development with Chapman Partnership. He and his team are truly escalating. They've been extremely intentional about workforce and our community for our population of focus. I'll go to the next slide. This slide is in regards to our strategic partnerships. As our impact continues to grow because of these amazing partnerships, we feel that it is necessary to make sure that we as an organization are creating partnerships that can alleviate barriers and challenges for our most vulnerable population. So we have entered into a partnership with Miami-Dade County Tax Collector's Office. We are hosting monthly mobile ID services at both of our locations. And these events are sheltered around ensuring that either our sheltered, unsheltered, or the community at large has access to obtaining their Florida identification, which we all know is necessary for our population, which we all know is necessary for our population to focus because how will they, you know, gain employment? How will they gain housing opportunities and health care and also for public benefits? So this is a major partnership. We are excited about it. The Tax Collector's Office is intentional. They've been out on a monthly basis. We've also opened this up to our stakeholders in the community or anyone that wants to take advantage of this opportunity. They can come on site. We do have a monthly schedule. We will be having activations all the way until the end of 2026. So that's a really great opportunity. Our next partnership is with the American Heart Association. And this is also an amazing partnership that helps us strengthen our emergency preparedness by providing CPR and AED training for our direct service staff. This partnership just ensures that our teams are equipped with life-saving skills for the clients that we do care for and also for our employees. And this is an amazing partnership. Bring that one just briefly. So this is an opportunity for us to have our direct service staff all trained on CPR and AED because we are a direct service provider and we care for over 820 individuals on a nightly basis. It's imperative that our teams are, you know, they have this certification and they know these skills. And in the event that there is, you know, an accident or someone needs CPR or AED. Is that? That's good. You got that? Okay. Okay. Finally, we are really excited about our partnership with WestCare. WestCare will be coming on site providing comprehensive behavior health services directly to our clients. They're going to be conducting psychiatric evaluations, medication management, individual counseling, and they'll also be mobilizing their mobile mat team out of our north and south centers. So this is an amazing partnership to continue with the mental health treatment for our individuals that we do serve. So these partnerships and what we've been intentional about is building on strategic partnerships so that we can ultimately provide our clients with the services that they need. And that's all I have, Mr. Chair. I am open for any questions, recommendations, or- Your exhaustive report today. Thank you. Questions and comments. I must tell you all, the jobs program stuff that they're developing is really a big deal and has become a difference maker. It started with the underline and they're just growing it dramatically. So thank you. Thank you. God, thank you. Next item is our executive director's report and the economic indicator. Thank you, Ms. Chair. On the economic indicator, national unemployment is at 4.3%, state unemployment at 4.8%, and locally 3.1%. Department of Labor reports in Miami-Dade 44,689 people out of work. The Homeless Helpline in the months of March and April received more than 11,000 calls, 5,500 of those were for persons at risk of homelessness, and 2,700 people homeless in Miami-Dade County. And now I'll move on to the executive director's report. Thank you, Lisa. Please join us if you can, footboard, when we have our Hideaway Bay event. Our summer census, as I said, is on the 27th. We did host tours from Marion County, Florida, and Ogden, Utah. I want to thank Chapman, Chief Burgos, Judge Leifman, Carrefour, Better Way of Miami. These are some of the sites we toured these groups to when they came, and everybody left quite impressed. Thank you. And then lastly, if you have not filed your financial disclosure as a board member, those are due July 1. Please file your financial disclosure, or you will be exited from this body, if you are required to file one. And see Maggie if you have any questions. She has the form. Guys, we've got to finish, please. Are you done? Okay. Other comments or questions? Did I hear you give them the percentage increase month over month in the indicator report? Because I don't think I did. The percentage increase month over month on money? I think I did. I didn't hear you. You are correct, Mr. Chairman. I know how you like to hear this. Month over month for May, up 15.62%. We had collections for May were 4.3%. To date collections, 33.1 million. Thank you, Mr. Chair. Thank you for that correction. Thank you. I was making sure. Well, you think I don't listen? I thought you were testing me. Oh, no. You hear everything. All right. You're recognized. Thank you. I just wanted to make a quick comment about the heat season. Thank you for the report. Thank you for the outreach team and all of the outreach around preparing. This month, Commissioner Ambassador Staff, Oliver Tanusma, assisted someone who actually had an episode in front of Steve Lee Clark Center. Yes. And then the team came out to make sure they were okay. So I just wanted to make everyone aware of how critical it is and to ensure that we have a safe season. Thank you. Thank you so much. I did hear about that incident, and I appreciate all that was done by the commissioner as well as the outreach teams and, I believe, building management. Thank you. Mr. Chair? Mayor? You are. Thank you. I'm sure you're aware, but just in case you're not, Vicki, the city of Miami has been piloting a co-responder. Please use the microphone. I'm trying. The city of Miami has been using, has been piloting this co-responder team, which is made up of a police CIT crisis intervention team officer, a psychologist, and a peer. And they're doing an amazing job, and when you have cases involving people that are more acute, they send this entire team out. And I don't know if we're coordinating with them because they're almost all homeless, and I want to make sure that they have access to what we have and vice versa. Yes, Judge. Other questions or comments? Seeing none, the meeting is adjourned. Minutes were done. We're done first before I did reasonable opportunity to be heard. Maggie? I wouldn't let you down.