Good morning to all the people in the viewing audience.
Is that Is the mic on you.
Okay, good morning to all the people in the listening audience. We are just putting getting the final people in the room for quorum. We expect to start at 1015, or sooner. Thank you for tuning in, and we'll come back online When we have the rest of the team. Thanks. Applause.
Recording in progress, good morning. Good morning. Like to call the Board of Commissioners meeting for April 24
to order, starting with the roll call of officers.
Start with Commissioner Williams
Library. Present.
We are expecting Commissioner Hosier than you.
Alrighty. Thank you
The commissioners. Please review the agenda and I'll entertain a motion to approve, to
approve the agenda. Thank you,
Mr. Williams. Do you have any comments or suggestions to the agenda? Can
I get a second please? Yep, so that's what.
Thank you. Thank you all those in favor. Aye, any opposed motion so carried, what shall we do with the minutes from the regular meeting on March 27
motion to approve the minutes from March 27 and asset board.
Thank you. It's been properly moved and seconded. The minutes from March 27
2025 be accepted as presented all those in favor, aye, any opposed motion so carried public comments related to action agenda items.
Think we got it quick,
though. Can we play the recordings, please,
for the announcement.
Remember, there will be two opportunities for members of the public to provide comments to the board. The first opportunity is now when any member of the public may comment on any agenda action item. Comment is limited to three minutes for individuals and five minutes for group representatives. To ensure speakers adhere to the time limits, the timekeeper will give a One Minute Warning for persons with a three minute comment period and a two minute warning for persons with a five minute comment period. This warning will be by means of a tone. When the speaker's time is up, the time keeper will disconnect the call. Later, there will be an opportunity for public comment on matters unrelated to agenda, action items. Members of the public must sign up in order to address the board during either public comment period, if you are appearing at the meeting virtually, you will be able to sign up by calling the number specified on the DHC website and or by raising your hand and identifying yourself within the Zoom app during public comment. All other persons may sign up if they are able to appear in the room, provided there is sufficient space to accommodate those who care to make a physical appearance, a person representing a group must identify themselves and the group when calling, when your name is called, if you are in the room, please stand and state your name in a clear audible tone. And if you are appearing by zoom, when your name is called, please respond clearly and audibly after your microphone is unmuted.
Thank you. Do we have any public comments pertaining to Action Agenda Item saying that there are no public comments related to action agenda items? We'll move on to the Action Agenda Item starting with resolution 3293,
pertaining to the write off of tenant, accounts receivable.
Good morning.
Third quarter. Started
third for the fiscal year. 2005
can we do this on a COVID basis?
Is going to change the actual resolution versus the one discern fix that in Pamela, defer your signature. But the amount of $66,360.35
again, $66,360.30 plus.
Leanna calm in regards to this. So receivable overall has been a problem going over the last, definitely, the last few years. And we have promised this board at the last meeting that we were going to come back and provide we want to change. Let's just finish this side amendment that we were going to come back to to the board with a definitive plan that Beth and I have been working on with the teams of dependent work together with a team. So with that being said, that has begun, and a deep dive analysis, and what we're looking at possibly there'll be of the clean out the allowance account, approximately over a million dollars that it should go down within the next few months. Do that analysis, and as individuals who are definitely very delinquent, who we feel may have left the premises, and we're just re verifying and checking that because they haven't don't want to do their research, or they don't want to pay the back rent, because the you know, they either you know didn't, they just don't want to pay it. Let's put it like that. We look at the three different buckets. We do have individuals that we're working with, that we feel we can work with, about over 200 that we can work with that are in late but they're trying to pay something, and we want to see how that pays out for the others who have pretty much said we're going to we're leaving. They're in the legal pipeline because they don't pay. They have other lease violations. We're looking at that too. So we're taking this series not just to evict people, but to make sure we're doing it for the right reasons, and that we're working with them. So there's more to come on this. This is just a small fry, but the big picture is looking at over a million dollars, and we're happy to introduce working our new director of real estate management, Mr. Calvin Williams, thank you. You should just give us a one minute or less debrief on your background.
So I graduated from Michigan State University. I managed Thank you. I've managed properties, not only in Michigan, but Illinois, Indiana, California, Colorado, and I made my way back here. I'm certified in quite a few areas. I've dealt mostly with low income housing tax credit as well as public housing. The time that I spent in California, I dealt primarily with the homeless population where we provided them with
it was the demographic was primarily
permanent supportive housing. So there were many challenges associated with that. But again, I'm very familiar with Detroit Housing Commission, Los Angeles Housing Commission, as well as Chicago Housing Authority. So I again, I thank you all for having me, and I'm very welcome. And I
want to stay in the one week Calvin and I told you this personally, that she's been here, taking a lot off of me. So thanks. Thank you. Alright, next we want to introduce Jack. Jack. Can you give your name and a little bit of background about yourself? He's a consultant that he's going to spearhead this AR, you know, project for us, and we're calling it
eviction prevention and recollection.
Recollection.
Morning, Jack harpoon graduated from University of Detroit Mercy in project management and real estate development. I've worked over 15 years in management development here in Detroit, as well as nationally. I do have experience in commercial, residential and public housing, and happy we working with the team and on this project against the
council can continue to
do it. So having a thank you. So having a third party, look at our receivables. Jack do we looking at yard thanks to shark and all the great work piecemeal, bring an innovative ideas to Yarny. You've looked over about six or 700 700 accounts right now. As you can know from Luke's great monthly report on page 33 our receivable balance is 2.2 million. And so taking a look at that, and that represents over 1100 individuals, individual tenants. And so parsing through the data, looking at that, there's a game plan in play, and more details to come, I
would just add one other thing as I've shared, I think, with this group, the city has a real common interest with us in both both eviction prevention and relocation. So we're in a negotiation with them, sorry, and rent collection. So we're in a negotiation with them. We believe they're going to be a financial participant in the resources we use to address this issue. So that's a key part of the analysis as well, or the work that's going on with that. I think we just wanted to make sure we had a full report on this item. I'm going to know it's usually a topic of discussion. Want to address it directly. But other than that,
say, kind of related to this, but it also beneficial for us, individually and the team and and related specifically to This. You just recently finished
being a
couple of commissioners,
there was a finance section that helped us, that we will try to address it internally, to help us
commissioners.
I will motion to approve the resolution. With the amendment, I think on page 12, the second resolution, we've got 71 557, 60. Assume that needs to be amended to 66 360,
and 35 cents. So with that amendment, a
motion, yes. It's been properly moved and seconded that we approve resolution number three, 293, with the amendment of changing the receivable write off to $66,360.35
is there any discussion?
Luke, remind us, I always look to like to see a comparison, right? So last year, at this time, what did write offs look like?
Yeah, the second quarter of 25 was the 71,000
the first quarter of 25 fiscal 25 was 216,000 and then the fourth quarter of 24 which makes us a year ago, was 223,700
Okay, so we're looking at page 15. Thank you, because I was going to ask, I was not quite sure I was following
the chair. If you look at loops report on page 33 it has a nice analysis on what the AR balances was, starting from fiscal year 19 to now, and it is annualized, but it should, and it also shows what the bad debt expense, that's the p and l hit this write off is just really clearing up the balance sheet. It's removing the receivable, and it's removing the allowance for doubtful accounts that's netted against it. Okay,
absolutely.
Commissioners. Any questions? Comments?
Seeing, none. All in favor. Aye. Any opposed? Nope, none of us are opposing. Motion. So carried. So resolution 3293, is approved, and I will rightly turn over this seat to Mr. President.
I'll try to thank you. On,
very much, sorry, alright,
so the next resolution is number 3294, approval, execute a contract. Sorry. I'm sorry about that. Next resolution is resolution 32994, right? You have approval to update the DHC record retention this disposition policy.
Yes, sir,
hi there. Kirsten Solano, it's Chief General Counsel here at the DHC. This Act, this action item before you is for an update for our record retention and disposition policy, as this honorable body approved back in August, the initial record retention and disposition policy, and recently, as reported to the Board last month, that I was happy to report that the State Administrative Board on March 25 of 2025 this year, approved our retention schedule, the updates to our internal policy. And let me kind of give you a little brief background, these two policies work hand in hand together. The retention schedule tells us how long we can retain items, and that's what was approved by the Administrative Board. This retention and disposition policy is an internal policy for DHC in order to enable our team members to properly store and then dispose of the policy pursuant to that retention schedule. These updates are for clarity, for removal of certain pieces that were included in the schedule that was approved by the State Administrative Board. It provides a little bit more user friendly language so that people can understand. It removes a little bit of legalese that I that will remove some kind of confusion, perhaps in the future, and that's about it. I'm happy to answer any questions you may have, substantively. There are no changes to the policy itself, just simple updates in order to make it easier for us to now implement both policies moving forward.
Thank you, Mr. President, I move that the resolution 3294, DHC, record retention and disposition policy be
approved. Any support, yes. Board questions, comments.
So we've got hub required policy. We've got state of Michigan required policy. Got through Michigan. They signed the portion of the policy. What was happening on is, what is this all new? Are there only portions of this that are the backup to the proposal rhythm? Is this all being inserted into the policy now? Or there's tweaks in here that are not read by there.
It's it's kind of a revamp of the original policy. It shortens it. It makes it more user friendly. There's more clarity. It removes some of the items that were in the retention policy before that are now in the retention schedule, those HUD required items that you mentioned before, so it looks substantially different, but substantively there are no changes having
read it did five or somewhat. In that case, I think my request would be that, when we are doing policy updates like this, could you provide a red line Absolutely, instead of just the final one, Yep, absolutely. But you know, sort of reading it, making textually
comments,
hearing none, all in favor. Aye, thank you. Resolution 329, for
the next. Resolution 3295,
approval to execute change order for contract 4022, with DHC plutonium for a time extension of construction services within the DHC portfolio. Morning board
members, black letters, capital department, come to you again with a little bit of more time extension. As you know, from past, I don't like giving it, but we did have some issues that showed up late in the project, phase two of the days, where I'm going to have to ask for some more time. Last was dealing with brick knee walls that needed to be redone. This one has to do with time I damage that showed up in the last two units that were getting done. Put in some pictures, just so you got all the two units. But, and there's some, you
know, it's
just time that I need to get the units finished, and
30 days to run a slide issue and get those projects back on track and deliver. As of today, I just will six more units in the phase two that are completed. Just let everybody know this morning. So as somebody was reflecting the work package we put out, we are working on getting those 22 minutes done, and I'm diligently out there making the contract.
Thank you very much.
Proper motion, so support. Any
questions, comments,
no budget. In fact,
there's roughly going to be around 20,020 $4,000 of damage, because they have to rent out all the studs and then put them back in. They just haven't
finished. So should we anticipate a later amendment to the
corporation? No, just doesn't meet the requirement for the 10% difference that we normally do. That's just going to be a change order field authorization.
Yeah, that question, if you're I'd always like to do this together, if we're going to have a time and budget impact, just talk about it collectively at full scope. But if it's under the 10% that's fine. Okay,
I don't know if I if I just wasn't actively listening, but when you say, put back six unions,
I've returned six.
Okay, okay. So
now those are ready to meet, okay?
So that is, is the 22 net of that, or is the 22 inclusive of six? And so now
there's, there are only
Yes, 11, okay, and then is are the Is this the same? Are these the same units that we talked about last month
or two months ago,
the youth worthy units that I had asked the 15 days for because of the masonary work that outside of the port? So yes, it says the same.
Mr. Ivory, please don't take that question in a negative way, right? And a 30 day extension is is no big deal. 30 days, another 30 days that happens. I do wonder if you know, thinking about the same 10% conversation about that being within, I'm going to use it as within Management Authority, right? I wonder if you know 30 day extensions, which should also be considered, right? Because this is 30 days is not too
good. And I don't know that stand alone. If that is something that, in my opinion, needs arise to the board level. I agree. Um, if it's 30 days, 30 days, 30 days, 30 days, and there's some accumulation, then that's, that's a red flag for us to have a conversation, okay? But, but as much as is is reasonable, I would ask that you all consider revisiting a policy and pushing more authority down to the management. Thank you. Well, Jim, absolutely, thank
you.
Do we need a resolution for that in the future?
I'll look into it and make sure that that gets effectuated by the next board meeting. Thank you so much.
Point, I think you know a per current slip area, so like one or for whatever capital project that's been approved, sort of delegated authority on a single 30 day. I agree with fine. I would also say that in the aggregate is important. So I want to know if, basically, I'm 75% of our approved capital project expenditures are all receiving 30 days extensions, like we probably have the problem there we are screwing something up on timeline, correct? So I would say, in an aggregate limit of no more than whatever is reasonable, depending on the capital project or whatever, that you won't exceed more than x number of delegated authority time extensions, without bringing it back to the board to sort of revisit that. That's just my opinion other members, I
think that makes sense, and moving it from, you know, our authority delegated authority with this limit. Then in my mind, that moves it from the the action items, to informational, okay, and so, you know, we still hear about it, and we know that if it continues, then it has to come to board approval. But it doesn't just disappear. It also
allows them to keep moving, you know, and not have to wait for, you know, this once a month meeting,
because they could
end up with a two month delay because they're waiting one month working so they get approval for the 30 day.
I actually worked with the 10% allowance because we have it built in their waterfall smart sheet when we trigger that, like, so if you get two change orders, and those change orders combined get to that limit, then we need to come to the board. But because this particular one was within that, we kept the team working. When they pulled back and saw that, we were able to keep them working, because Eric come running in the office, like, does it trigger the 10% and there's a whole calculation that's building a waterfall to kind of track this going forward. So we really appreciate it.
It is some way. This is more information, though, because it's not like we're gonna they stop, right? And so, you know, it's so, I think, you know, we can raise it up and have conversations and information on it, and that's a pull it back to four. So if I thank you, that's great suggestion.
Well, I think this is China one thing, I think one of the primary reasons, is to make sure the board stays so understands what the capital team's doing, but it allows us to make sure that we're keeping the pressure on the vendors to get the job done too, right? So I think historically, that could have been the challenge with different vendors and new vendors. Forward, we have a different timeline with them and more aggressive schedule. So this is making it aware that boards paying attention, leadership is paying attention, management's paying attention. So we've noticed since we've been a little bit more aggressive and making sure everyone's aware,
right? And stay aggressive. You know? You tell them the board will step in or do whatever. We just don't want to add to your ability to
move forward. Yeah, we told them, keep working. Just keep working. This will be approved. But, like, this has to get done, right? Thank you.
Thanks. Did you have a question before I asked mine that? Did mine? I did.
Did I hear a 20,000
amount? It will know this,
yes, this is the cost 24,000 we have the invoice in the backup to support, along with those pitchers,
the total budget before this was
roughly 3.8 million for the second phase. The first phase a little bit left. The second phase was 3.8
so 24k and so that's the cumulative change order. Is 24k No, the cumulative
change order, I'd have to meet you that total. I don't know that off the top of my head, but that had mixed into
that threshold. But so accumulative, we're less than 380,000 Oh yes, yes.
So my two point, I think that is important on like keeping people honest. So I would say, you know, I leave the capital team to come up with a schedule. I do think having us in these sort of operational decisions is not helpful to us or to you, but having something like a policy where per occurrence in the aggregate limits, and then maybe a per vendor, we have policy that if a vendor is exceeding its time scope or its value scope, more than x amount, and, you know, on a successful project or whatever, then they become elevated, and then their approvals all have to go through board to say that, you know, Think about that, because it is a useful tool to hold them accountable, but we got to balance it between, like us being too in the weeds on these sorts of things. But I would, you know, I would think about that on a vendor by vendor basis, also the policy made, if they're chronically or budget chronically behind time, then, I mean, we don't do business with you, but we're gonna be more
difficult. I did this.
I told that I'm going to the board during time you spoke to me by, you know, not knowing this little bit more premature, because we're getting there into the project, not understanding, and this project has been going on before, you know, I got here, yeah, wow. So I truly understand your concern, and it is fine too, and we're addressing,
I also think it's going to help keeping vendors on this because I think initially a vendor may bid very low, but they know they're going to hit us with change orders, and it's going to extend the timeline, but it's also going to extend the cost. So by us keeping that pressure on and making sure that everyone's aware, because we'll always keep these updates in the capital update section of the board packet. So this way you guys will always be aware of projects going on, even if they don't need board threshold levels. But by us articulating that to our vendors, I think it's keeping the pressure back on them to make sure, hey, I'm giving them what's actually going to cost when things happen, right? But I think it'll stop the excessive change to scan
it. I think up to you guys, you want to use like a you're on the monitor vendors list now, so everything that you do has to go to the board. Are you sure you want to hit us with this change order, right? Like that kind of No, I appreciate that. Thank you. Okay,
thank you.
All right. So any other questions? Comments,
hearing, none. All in favor. Thank you. Resolution 3295, is approved.
Next we have information items.
Good morning. Board, chair, commissioners, I'm going to start with resident Council. We had five sites that actually had held elections, and at the time last month, we only had four that signed the interviews, and now all five have signed the MOUs, and
we're moving forward the bylaws done so. Some have their bylaws. Other ones are scheduling meetings present to the residents and holding their site so they're scheduling those right now and then. We're also looking to obtain office space for all of them,
so on site or off site, on site,
so we are. We're really excited about moving forward with them. They're going to be a great partner with us in resident service and getting things done in sites, second home ownership. That's our biggest thing going right now. We have three that are actually, well, the one did not close last week, but we thought, but they'll be closed by the end of the month. So we'll have three homeowners collectively. So we have a new one under contract as of yesterday, so they're in the process of now getting ready to go to closing. So that'll take us up to four homeowners. We have four still pre approved, and they're out there shopping. We have now crossed over the 200 line for those that are interested in closing, 210 interested. 127 assessed and enrolled, and about 139 now enrolled in FSS. So we're moving FSS and home ownership along together, progressing together. That's our update, right?
Nice. Thank you
multiples and multiples and multiples around here, so please keep on that tree, and thank you so much.
Alright, so next we got department monthly reports. It highlights, I
think between the two of us I'd like to talk about and Irina, like talk about a few things. I mean, do you want to go first? And I can supplement that,
sure, just as a highlight, just want to give honorable mention to the entire team. There's still a lot of work that needs to be done, but the team has been moving overall. And just want to highlight our continental partnership with Sheree and the REM team and EDRIC and Edrick and the maintenance team and Tiffany and the work that's being done. Rob a Emily, because leasing, we've leased over since 2024 January. We've leased over almost. We're at 400 almost, and it's 250 at the end of the year. And so far, we ended the month of March with 32 our goal is at least 30 a month, new lease ups. And the reason because it allows the team to catch up on research, to push for payments. You know, there's a lot of things going on, turning units, the Inspire scores, it's just a lot of things. It's a perfect storm. So we just want to make sure everything keeps running. So 30 is the sweet spot. I think we reported 25 but when it was all said and done, reported in HUD, it was 32 we're tracking toward a good 30 this month, but right now, I want to be cautiously optimistic and just say we definitely will be again over 2225 so occupancy is on the rise, and that's why the receivable project is so important, because as we go through this journey, we don't want to lose good people who are trying to need help, you know, and just look at maybe some of the players who are not in compliance with HUD for other purposes, to be the criteria for getting exited out of the program. So I think leasing is the highlight. I think inspire sports is the highlight. I think the receivables is a problem, but we got we're addressing that separately. Home ownership, generational wealth is the highlight. And so that's what the executive summary is real pointing in. And so the trajectory is up as forecasted. And wouldn't be able to do it without the wonderful teams and their teams, but also this commission. So thank you. Thank you.
So listen, Irene nailed all the key items, the key metrics that is focused on. We just want to, want to add my thanks to the team as well. Again, we won't say it for ourselves, but we started to take people it's hard to take notice of the fact that occupancy is rising the way it is. Research are rising the way they are and and that's one of the reasons we're taking on as a council project. We've also got repositioning work that's continuing, continuing to work hard on Parkside. We had an event two months ago. We're expecting to close it at the end of this year, on getting that project launched. Thanks to this board for their votes for the consultants last week who could help us reposition these assets. And I do want to recognize also that we had a great presentation by the team members at the Naro Conference this past month upon sort of talking about the future and what assets are about three position. But that said, happy to go on to the next item. Thanks
so much. And can we give a
special thanks to the Michigan narrow here in the board, because they put on a wonderful highlight the DHC, and even with a bus tour. So DHC, and it was like seven or eight states that was also present at that show, at that conference, and it was just really wonderful. And I think it was a good uplifting to highlight the work that you know the teams have been doing. So just wanted to say thank you to Nairo and the continental team absolutely. You
know, I like this joy.
It was fun.
I appreciate
and DHC Shannon, what's happening.
And afternoon, and the
tool was really, you know, it was special. I had never been here.
Mister, project based volunteers, everything coming together, right? Miss Williams, all coming together, and we wouldn't be able to do it without Thank you.
Thank you.
Thank you. Thank you. Job voted on the contract, right, right? They make it happen,
but we have to see what's going on.
You know, on on game, yes, you're,
you're experiencing the Oh yeah, what we, what we, what we can and can't do,
and more good stuff to come. Occupancy is that 82% which is clean per putt, meaning that things that are taken offline have a contract. Michael and Eric and now Calvin are going to be working, working the the shop to make sure, and with Edrick and Tiffany making sure that units are being turned we have a whole process in place, and it's running, and we've been using the same tool since 2023 but now we got the right players at the table, and we see stuff move. So it's so wonderful.
Yeah, we could keep that perfect, but I would just say that there's a I'm sorry that was pointed to Michael. Used to say Michael inadvertently reported that we got 16 units available to people to move into. I know we've been sharing how those units have a special impact, because they're family units that that families can move into. So anyway, we'll just, we'll keep, keep moving. I just got one other thing to add. Just,
well, yes, Omni contract working
well. When the Board approved the 150 or so units that we started off two months ago, happy to report that we have
18 units returned
back to REM already. I said it was going to be few months. We have six more coming. At the end of next week, we'll be moving from state fair over to Sheridan to do seven units. We'll also be replacing 70 front doors, nothing units and part of that modernization. And just want to let you know thank you again for supporting that, because we're getting some work done.
So with a new partner, you can see how fast he's got 18 units already done, and we're still talking about 20 units with an older vendor, right, cleaning that out. So the new process is definitely, definitely, definitely working. And thank you so much for that
one last thing to add to the unit project that we're doing. So when it came to the board, that was a February. So we're meeting our timelines with these new vendors, like we've talked about setting higher expectations, but more importantly, with the help of the whole team here internally, so called Irene team over that quarter,
not Irene team is called The individual
I'm on their team,
which these are the things I don't think people see on your day to day needs, but through the support, in turn, the amount of staff here, and then Michael being aggressive in the vendors and prices when we first asked about units, we have so many per property in our portfolio Through negotiating with contractors and getting the best prices possible. We're actually getting more than anticipated, so we're hoping to stay on that trend. So not only are we leaving our timeline, but we're getting more done. So we're really excited, and a lot of that is just the hard work of the whole team coming back at our vendors when they're giving us their initial price and renegotiating. So it's a big shout out to everyone, and coming back, yeah,
set them down, don't accept this bump.
So it's just a lot of work out of capital that's all going in the right direction, because we've had some support
to know. So now when we finance,
well, I mean, we already
kind of stuck with this
issue. You know, environment, folks, ar, we went through that finally we don't really have anything else. Thank you. Yeah,
no, just, you know, with HCV working with the timing differences for the shortfall applications, and I want to thank Luke, you and your team and working closely with Felicia to make sure they get the monies that was promised and so that should be coming shortly. So thank you so much.
Next one's real estate
development. I you Senior Director of Development, um, looking at the board, actually have a few updates, and I think a few things have changed since we've actually scanned. So we have on board of architects on so as mentioned, we're really excited. We're a couple meetings in DHC. So sorry to get the ground ring in there and have finalized the assignments, because we've mentioned, you know, we split the scope between the two teams, and so we finalized, you know, which teams are working on which sites, and who's going to take the larger speed strategy. And so now we're just really starting to roll our students up there. And so what I have, I was trying to think in this section are the three sites that we are looking to kind of get moving on the body language, are Smith homes, Brewster homes and the single family scattered sites. The really, what we're aiming for these next couple months here is to have each of these consultants kind of assess the financial people doing with each deal, let us know what is kind of the best move forward, like we know what we want to do here on the development side, but having the consultants affirm that the approach to ercps is the right thing really understanding that the positive financial impact to DHC and so we're really able to get these RFPs out on the street this year, all three of them this year, so those, they might look different. I think I mentioned last board meeting that we were looking to also select an architecture firm just to kind of help us with some of the preliminary feasibility studies, so that we know exactly what we're looking for in these RFPs. And so that will start to kick off. Well, it's kicking off
an hour coming up.
So here
the RFP scatter text. All of that is part of the larger consultant effort. And I guess the last piece of what I'll add to strategy consultants, if you look at the very last page on Attachment A when I talk about that larger repositioning strategy, this is, this is a copy of I read in the team you worked on prior to my arrival. So revisiting this list of how we are phasing out future sites so we know exactly what we want to do this year. Then we have a plan for early next year. But the remaining assets are we still going to target with how looking at this schedule wise, and then for gardening 200 I think the only update there, you know, still remains that we'll be targeting October for my tech application. For this one, we had what I think was a positive conversation with council member Durham hall this week, two days ago, because the site plan for gardening needs to go before City Council. We just want to make sure that we're actively engaging the projects district is in so he's excited about the project. We will have two meetings before the project goes to city council, and in August, the first will be Friday. So customer, they're always so excited. They invited us to a coffee hour tomorrow, so we'll preview the gardening project at a very high level, which is important there. And the park side, I think, I think Arthur gave a sufficient update there, but the chat from page two has been submitted be without add to that. And then we're starting to, we're not starting to as finalizing, just the final pieces of the structure, right, understanding the fee schedule, making sure that the payment to DHC still brings consistent that's the deal that's kind of shifted around a bit. And so we're really excited about Parkside on track to give that close this year. And finally, choice name I'm skipping over 20 years time. It's nothing. Nothing new has occurred since the last time I support you. But for Choice Neighborhoods, we have actively started interviewing, actually this week, for the engagement coordinator. So if you remember your honorable body approved few things as it was a choice dealing with last month. One was the contract with planning coordinator colabo, who we have executed the contract with, scheduled an onboarding date of May 15, so there'll be a town from Chicago to work, assigned to court, town and stuff. And I think it's important to know that shout out to committee. In partnership with procurement, we were able to start the contract when they get here. So the contract lasted for a few for a few weeks, but it won't kick off until we've actually started work something that's that's important, because it's time sensitive. And then finally, the engagement coordinator started interviewing for that position this week. If you remember, that is that position is funded through the grant, so we'll have someone here in house at the DHC, full time and at the liaison between the engagement,
consulting, of course, but our team happy to
answer any questions, yes,
Tyler, Sorry for the unfortunate name coincidence. I'm 2900 Tyler, so that's been a thorn in our side for a while. Yes, has caused us problems in numerous places. So looks like the proposals were not adequate. If we're going to go in front of council Garden View. Do have an answer what we're doing there.
So we do and so there's this, there's two or three items 50 days that are going to go for council for their recess, coming from the housing commission, one of which is associated with the eviction prevention, rental rent collection topic. Another one's probably going to be related to the disaster recovery allocation and and this would be a third one is the one you mentioned. So my plan is to talk to members of council who are most concerned about this at the right moment. The moment is, is just about, just about here, in the sense that the time between the important decisions is, is a little far off. We have been in pretty good touch with Commissioner, sorry, with our West councilor Calloway. I updated her on our direction. It was a tough one, Paul, but you later call me so that you being a candidate with me about about where this is going. We have issued an RFP. We offered to do a Buy, buy the property back and use it for filing purposes, if someone could propose a development which was exactly by the Council on broad so I feel like there will be probably some some there will be a understanding, probably not a happy understanding, but an understanding we did the things we said we would do. So I'm hoping that by addressing in that way, when we do come forward, and there won't be any issue.
And I think it's worth noting that we, we did not receive quality responses. But we also went back and, you know, try to ask, you know, additional folks to apply and make special and so there was a period where there was some additional work done in the city, and the DHC part to try to seek people to abide just the interest. It's not there.
Did we see what was submitted? We did the proposal from the people. Okay, I can share them with
I have not shared with the board, but I
have reviewed them. Yes, please send them over to follow up to see if some people that told me they were submitting did submit, or that gathered to the pile, or what's going on.
Yeah, I just the deal garden is very important, obviously, so jammed up on this, as we have not done whatever the expectation was, okay, obviously, unfortunately, no, my second question is, I'm just interested on our scattered sites with the sort of stated strategy in the board book of the farmer Ian Corona page 65 why are we waiting to phase three if we're going to try to
so what's most of those? What I should be included in this was missing from this is what the timing is of each phase. So we are technically in phase three presently.
Okay, so,
yeah, phase three runs between starts in 2025 and ends in 2029
so it's the start, is
what puts it into the phase.
So, so the service solution strategy at 65 it's actually now, yeah,
it's working now.
Okay, unless there's more questions, we can go to police, I can tell us,
I think we covered almost everything in capital improvements that could be in the capital side that could be covered
anything with you see, no
notice. Shall update.
You too, yeah, talk about last laughter met with leadership to review policies that we're going to convince the board next month with complication remote work and earn to contact update. So that'll be presented in next month, and
that's going to be included with an updated job banding schedule that you've had a third party. Are you in the process of process?
Let me it's completely
What are you serving?
The salaries of all our positions.
Are reviewing the salaries and
our job description and pay the staff the accordance to market.
This is the expansion of what we did in other areas last year to say, Okay, if we want great work, don't we have to make sure that we're we're adequately paying people sort of been recruited well, so taking that across the entire firm has been a goal that we're now achieving
here you is important when we look at our peers, right, such that it doesn't create an opportunity for us to lose good people
over competition of of pay. And they should be, you know?
There should be period, yes. And one of the key outputs of this work that's being done with Doris and third party vendor is, if our they're comparing job descriptions, that's the baseline, and so our job descriptions versus the market and what they're paying and seeing what gaps occur, so that we can make those proper adjustments through development.
Does clef work have a like HR affinity group data pool, which is this platform maintaining data around this VR
memberships of clap, and I know a lot of times they ask to hot less the thing to hold, and then, yeah, arena. So that has taken a lot of people's attention, but we definitely can. But this little company that was chosen pretty much have been working with commissions. You know, the last one, young lady in her experience with over five years, and so she has comparison with different commissions, but definitely, yeah, survey and and comparing them job descriptions, because they actually have job descriptions, because that's what we need to know, too. Like, if you she came back Laura high because I think she's in the final stages. Give us our checklist of what we need to do for each position to bring it up, whether the requirements of education was too low, or the years of experience, or even the duties within it. So we're trying to get a holistic view. But what it did tell us that what we've done so far, we were on, definitely on the right tracks.
Okay? So then we'll go to shark. Anything from it,
the
it's
actually not vote on getting the vendor sheet that will help us to get our vendors out there in the vendor
cafe. So
we have set
to access already
available vendor about $2,000 dollar. I
think another important and shout out to you and your team is work orders. Working closely with Ram, we have dashboards now. We don't have to pull the data out of reports, parse through it. There's dashboards that, and we tell you about who, what, when, how long it took. So it's more interactive, real time data versus running staff reports, working off of that, because that's what we're doing now, and then doing the update the next week. It's like real time data. So that is going live soon. We just postponed it a week because, you know, get make sure everybody's trained, everybody's comfortable with
it, but system is already live. What we are doing right now, we are iPads one in one, one to one session before that, you already have anybody new iPads, new iPhones and four more.
And then we are making
these cases to be
way more. I see there's some technology gap, but we'll support
them to a point where they feel comfortable. There's
a lot of changes going on, lot of changes, a lot of rebuilding, a lot of trying to maintain. And I just think the team is doing a good job of just we haven't killed each other just to be quiet. It's been a lot going on, but I will say pictures and loading stuff into yardy, having more due diligence with that, so that when we do go to talk to our residents who may be not in compliance, having that physical evidence, having those write ups right in the system, is what's critical. And I think in the past, I've heard DHC, thanks very
much.
Thank you. So then procurement,
not so much to report working on back filling the departments on one candidate. Interview so one candidate that's actually starting next Monday, that's great. I see only one more person for the department continue to help you know each department as we see fit and kind of pitch and roll up and trainings for the team as well. So and understand all those hands and now, so make sure
they understand.
Excellent.
And I think we did cover resident services items earlier in the agenda on resident engagement. Is there anything you want to add? Yes,
I'm staffing up. I'm staffing up so that we cover majority of the science.
Oh, you feel and then you feel the audit.
Earlier, the audits off, and we're just really moving forward. Our former grant manager has been very successful in helping us. The first grant was a little harder than our first time, but we got through it. We're getting through it and but this one that we're already working on, setting the grant we were awarded is flowing
smooth, aggressive detail about you
feel just one minute or less,
a generational law. Of course you will, you feel is a program for 16 to 23 four year olds will be concentrate on 18 to 24 and it's for DHC and Detroit metropolitan area participants getting enrolled in this skilled trade program. We offer construction as the base, and then we have what they call construction plus opportunities. So we have a maintenance tech training program, restaurant management and information technology. So it we're adding off the bottom is tech, not technicians and cost center agents. And so with that, they're able to get skilled trades and get jobs and increase their income, and a lot of them want to be entrepreneurs, so we have that as part of training as well, and then just be able to help them purchase homes. But everything that we do workforce development wise is leading to nice and they get their GED. Excellent.
All right, thank you. So now we go to
general public comment. Yeah, I'm sorry. I'm sorry.
So there is a general public comment sheet for you,
and I had my comments.
So there, I think there is one general public comment in the room from Zachary row we do need to play the recording first, And then we'll have Mr. Rowe share his comment. I
This is the opportunity for public comment on matters unrelated to agenda action items. Comment is limited to three minutes for individuals and five minutes for group representatives to ensure speakers adhere to the time limits, the timekeeper will give a One Minute Warning for persons with a three minute comment period, and a two minute warning for persons with a five minute comment period. This warning will be by means of a tone. When the speaker's time is up, the timekeeper will disconnect the call. If you are appearing at the meeting virtually, you will be able to sign up by calling a number specified on the DHC website and or by raising your hand and identifying yourself within the Zoom app during public comment, all other persons may sign up if they are able to appear in the room, provided there is sufficient space to accommodate those who care to make a physical appearance, a person representing a group must identify themselves and the group when calling. Please note that speakers may not pool their time nor yield time to another speaker. Persons who have called in to sign up to speak during the public comment period will be recognized first in the order in which they signed up, then all others who have raised hands when your name is called. If you are in the room, please stand and state your name in a clear, audible tone. And if you are appearing by zoom when your name is called, please respond clearly and audibly after your microphone is unmuted. Public comment.
So good morning. Hello. My name is Zach Rowe. I'm the Executive Director of Quincy Parkside, Parkside organization partnered in 1991 by residents. For residents, and I would like to get a shout out to all the parts that residents in the far side, board members that was able to do during my Zoom today, since the march, DHC commission meeting, we have continued development activities for senior programs. We have continued our weekly we know, our broad design classes, training classes, computer classes, and our monthly senior food delivery with our youth program, we have continued our great future that the school program, which include homework, Assistant based computer training, snacks and physical activity. We currently have four work study students from Wayne County working with us, Assistant after school programs and other programs. Also, we receive grants from the MSU Extension to launch an intergenerational Guardian program for children seniors. Then also, we see the grant from the city of Detroit for our bright futures youth program, let's play, allowing us to provide recreational, educational leisure activities for kids, including field trips for the Parkside checkup. We continue our weekly computer classes on Mondays, Tuesdays and Thursdays, along with open lab hours, we maintain our partnership with Nest Institute child care center providing children ages three to five access to the checkup. And the little ones are really enjoying themselves. We're currently, we're currently developing the Parkside tech hub calendars for June and July, based on resident feedback, we plan to introduce evening classes and new sessions around artificial intelligence or AI. For special events, we are planning our 16th annual Parkside health safety and job fair with July 16, Atlantis has signed on as one of our sponsors and closing remarks, as always, I want to thank the city commissioners and staff for your continuing effort to ensure safe living environments and to preserve quality for housing for low income families. Thank you. Thank you.
We have a number one. Okay,
thank you. Then we'll move on to Commissioner Johnson, Commissioner hex,
I'll make
a commissioner Irene was sorry about what the staff so I think this month we reached 12 months of under our our new leadership, starting with IRENA interim and and then adding our third, August, September, September. Then the goal and of is the it was to turn things around. But we ran pretty bad conversations, you know, little more than a year ago, and it felt like we were going in the wrong direction. So, you know, this movement to positive conversations about how we can expand, it's huge. I want to thank the staff and and the leadership for what they did to really take a deep dive in every section and remove barriers and to people being able to do their job. Well, it's been huge to see the difference in the center. One of the things that you all did, particularly in specific items, was to bring it to the board, to give us understanding of how we can make it easier for you, to make it easier, right? And so I want to encourage that. And like as we, as we do things like the resident services, where we're just taking off, right, and, and, and a program that language for 20 years is not being used to have this huge impact, and wherever we can be helpful, whether it's directly or through connecting people, please do so it's this has been great, getting stabilized. I noticed
a lot of stress.
We're all involved and and, you know, it's everything uses this term corporate hygiene, which sounds like no big deal, but it's, you know, it's cleaning all the barriers, getting rid of everything so that you can hold people accountable and you can deeply understand your business and being able to relate to the board. And so it's, please let us know where we can be held. It's the opposite side of us yelling a year ago is saying, hey, please let us know we want to, we want to, we want to provide you with anything you need to to launch off and so, so thank you very much to all the staff and all the hard work and to leadership, and We greatly appreciate it and notice the difference.
Thanks very you.
So thank you all any staff coming?
Yes, I want to say so narrow I think really kind of exemplified all of the work that we're doing. And I know amongst us leaders in the departments that we were able to just sit down with each other, kind of talk about the different things that we're all going through, and then collectively working things out, collectively Felicia or tired, or somebody giving me ideas on resident services, or US offering ideas on how to help each other. That's collaboration, that's partnership, and that's teamwork. And I just really want to say thank you all for being the leaders that have helped us and guided us into that.
Definitely after that as well. Needless to have the encouragement of attendees meeting, and this was one of the best meetings we've ever attended. Honestly, there was a lot of people that came, probably close to 30 from our organization, and we all benefit every single one of us. And the bus tour was amazing. There is like it was love in my team. It
was really good
statement. Appreciate the whole team, the leadership and all the departments and the support that we get. Because it takes the team. You know, I'm a sports fan, so I can't have a good quarterback,
a good receiver.
And thank you for organizing the conference, but moved to a lot,
so thank you. There was fun
organizing. So listen. I
would just like to say thank you, on behalf of the whole team for those kind words from all the commissioners. I also want to say, you know, partner crime here every doctor, thank you for your commitment, and see we're doing it when, as far as we do, we're moving the the obstacles out of the way every day for you and for the team that we together, streamline, when I hear people say these things, I Know the momentum to get them to happen. Starting with
you, it started with the people who've been here. So I appreciate that, but the earnest that Patrick and all the individuals Miss Minnie and Robbie and Emily and so and Sheree, I just want to make sure you know you feel like you're on the stage. You didn't. You got to give everybody kudos. But more importantly, it
was this board.
You guys gotta give yourself kudos, because you
were facing some rough stuff, and we, you know, the organization wasn't producing, and it was almost an embarrassment, you know. But now he was like, what you need to help make you but you stuck in there. And I hope you know you continue to stick in here, because the, you know, the the soup is getting better and better. I
do want to say this. Listen, you're not satisfied. Think if you go to any one of the leaders on this team and you say, are we doing everything we can do? Are we here yet? No, we're not a single team thinks that we're but we have got to recognize improvement, because that's how you build is on the basis of things that have happened. So let's, we're, I mean, would love to, for some of people who are concerned about as it should be about public housing, is going to see the way this team is working, and the fact that we get it, we're not satisfied, and we're
going to keep pushing. So we encourage you all, and we're trying some of it over once, you know, submit proposals and take new chances to solve real problems that people are solving. You know, even if it's even if it's tangential to our direct operation, but within our mission. And so, you know, it's at the, you know, that's what we were
trying to
shoot with, if pushing on the development department we, you know, kind of, then we have to do that with the title project. And, and we had a bad launch a few years ago with that, and but the mission still holds that there's so much Detroit development is the big, sexy buildings. It's the small buildings that become 60% of the community with the single family house, right? And so that's where, although it won't be a large splash, it will make all the difference in repairing the fabric and kind of figuring that out and and then they can buy a home because we're using our and we'll get recertified. And then the capital improvements as we expand that and figure out how to mesh that into all of our different sections, such that we are our contractor, right? So it's that meeting this week. Brett, again, we've been talking to our long tenured staff about they can get more going. We'll more time to talk about that later. Sorry. Oh no, no, absolutely no. That's what we want to hear. Because, you know, Detroit Harley commission as an organization and and financial entity in the city is, you know, a jar. It's one of the biggest real estate companies in the city. And so when we are stagnant, people notice it like, look at that dinosaur. Lay it down and and when we're, when we're done, we get they started
smashing things, right? We make a huge,
huge difference. And so, you know, let us know how to help you on doing whatever
you know you guys see as as being your ideal, that you love you can I have one, one last note that just as we go out, I think something we learned, we sat down with our of our longest tenured staff members, especially people who were interacting the tenants every day, have been leaders for a long time. They left me with was these, these team members are really proud of the work. They're proud. They want to be part of something great. And when they feel like we're not getting there, they're they're going to push. We're very clear about pushing. But what I have enjoyed the most is watching people's pride what they're doing, and the fact that, as we get better, it's something they take ownership of and know the value of. So we began to hear that in the meetings the team put together about that in a not just a kind of organizational, but a very personal way. So because I think when you feel proud of something, you fight for it to be better. And that was what I was hearing and
consistent message, since I've been here, it's just that they had, quote, unquote, didn't have the tools to succeed. So the union contract was the biggest one over that huddle, and you and the board approving the increases in that and then giving them tools that they need. And then now they see direction with the capital team. And they see it, and we're not taking our work away. We got this whole portfolio to do. You guys only asking for 150 you only had 30 in the pipeline. We still have excellent all to do. So they see that that the Calvary has arrived. That's the difference the Calvary is here
doing that. So we're going
to do together. Thank you all. Thank you
any others we can do motion to adjourn,
all in favor. Hi, thank you. We are Jordan.
Oh yes. Can I grab our board members to deploy better recording stopped.
