I want to answer the two questions we get often, Okay, what about top city wide priorities like public safety and housing and homelessness. What did you do there? What will the budget book show? And I want to answer that question. Let's talk about housing first, and host. In the budget book, you will see that the general fund allocation for host remains flat, no increase in the general fund, no cuts in the general fund. However, the reality is that that meant that the host team had to take about $33 million in reductions in the host budget to be able to keep that budget flat because of the growth. There are three major areas of that. One is, as I mentioned, the closure of the Comfort Inn and the Monroe micro community that saves about 11 million. The other is the reprioritization of our true Fund, which is our Rental Assistance Fund. We've been working with our team at host, who's done a great job of prioritizing our focus on this, not being solely an eviction prevention fund, but a Homelessness Prevention Fund, which is there are folks who are facing eviction, who do have other safety nets they can rely on. They have family to stay with, they have friends to stay with. They have a sister they can stay with. They have an eye on another department. Those folks are not immediate risk of homelessness, but they are facing eviction. By prioritizing the fund on folks at risk of homelessness, we're able to both spend less on rental assistance, but spend it more effectively, and we will see we've made that adjustment this year, so you'll see a consistent expenditure in 26 but we've made in 25 given that adjustment, the one of these that we're not happy about and we're not doing willfully is the third category, which is the $11 million of reduced funding. That is the reductions of federal support around housing vouchers, the reduction of state support around housing vouchers, and the reduction of programming that we provide that goes with those vouchers. So when the vouchers no longer exist, the services that accompany them no longer exist exist. But that is about the 33 million in large numbers that our host team has absorbed. Also wanna talk about our safety agencies. You will see that while in the general fund, you will see the safety agencies on net be about even. They also absorbed about $27 million of growth within those departments. And a big part of that, if folks ask, Well, what about the collective bargaining contracts? Each of the safety heads, and I knew we had collective bargaining this year. We started five months ago, planning for what the increases we could afford there, and each of those departments absorbed all of those collective bargaining cuts within their department budget. We say that again. And the places where we had collective bargaining contracts for safety, each of those safety agencies absorb those increases within their budget. There are not other city agencies bearing the costs of those decisions. That was an intentional decision, which I supported, and the chief, both chiefs supported, to say it is a top priority for us to protect public safety in the city. To do that, you have to recruit and retain staff, and we think that is an important priority, if it meant making other adjustments, like civilian and uniform vacancy savings, like we did, eliminate one class of fire next year, because we are at fully authorized strength for fire, and it did remain, getting offsets in those collective bargaining contracts where there were things the union gave back in offsets that helped balance those so just want to name those two things as well. All right, next one also important. When we started this, we said, it's not just about managing the budget, it's about. How we try to make city government work more efficiently. So there are places where we thought we had a chance to actually improve city services in the midst of hard decisions. I want to name some of those. We did consolidate some city departments. So we consolidated our office of special events into the department of arts and venues, so that will now be a division within arts and venues, no longer a standalone department. Perla led some really great work at human rights and community partnership, where we consolidated from nine different divisions down to four deep. And the team at Dido did great work in really focusing from five to three divisions there, all of which are maintaining a core focus on what those departments do and must do and do well, but doing it in a more streamlined manner. You'll see other things, like Ben's work at our osci team around consolidating all of our youth violence work citywide into our office of neighborhood safety, thanks to Karen and the team of public health, around consolidating all of our citywide food programs into our public health team so those are aligned and streamlined. And then Joel and the team at parks and rec consolidated some of our permitting offices there also to make them run slightly more smoothly other places where you'll see some government efficiencies that are making it easier as a consumer. Deebs team in economic development also are going to make it faster and easier for small women and minority owned businesses to apply to get certified for city contracts. Sumas team at Technology Services has developed sunny our chat bot this year, which is already an award winning service, which now provides 24 hour a day response to any resident question in what Summa 45 languages or 48 languages. So those are available 24 hours a day, which is a great innovation. That also mean we would reduce some of the call time hours from 7pm close to 5pm close because so much of our volume is moving on too sunny things that are not sexy but really matter. Like we've launched a permitting wizard in our planning development office, which helps dramatically expedite the rate at which we do intake for permits. We have a system for creating the daily route that an inspector goes on. You'd think in the old days you just say, Oh, I got 20 inspections to do. Get in the car with your list and start driving to them. Well, our team now developed a system where we can map every site, know what the fastest route is, get you there. In order, saves our inspectors 38% of their time back same work they're doing. They're doing 38% faster. So you'll see those are the kind of things that you'll see that our improvements, we hope, in city services across the city. One more I get this question a fair amount, so I will say this one three times people ask, okay, well, is the budget crisis in part a function of increased spending on migrants and homelessness? Here is the one data point you to answer that question in 2023 this is before I arrived the last budget of the previous administration. That was the 2023 budget. We spent $73.9 million $74 million on migrants and homelessness together. In 2026 we will spend $66 million on migrants and homelessness together. We will spend $8 million less on migrants and homelessness in 2026 and we spent in 2023 let me say that again. We will next year, in this budget, spend $8 million less on migrants and homelessness combined than we spent the year before I became mayor in 2023 so that's and by the way, at the same time, we have delivered historic results on this work. Our homelessness efforts, as you know, have now delivered the largest reduction in street homelessness of any city in American history, largest city ever to end street homelessness for veterans. These investments are working, and what we believe to be true is now true, which is when the investments work, you actually get better results on the same or fewer dollars. So just want to make sure that was clear for any folks that questions. I think last slide, in fact, those investments have been successful enough that our migrant crisis fund will actually return money to the general fund this year. And that is why, thanks to that, we will, for the first time since 2022 shore up our fund balance. As you know, we want to keep fund balance above 15% it was getting to 10% in the 2025 actuals before we took steps to put $4 million from the migrant crisis response fund back into general fund that will shore that back up to 11% we still have to build a path to get back to 15% but this shows the first year of us moving in the right direction to restore fund balance, not to deplete it, and then we'll have a full general fund contingency of 34 million. Okay, I will close with this and happy, open with questions. The challenge that we know most American cities are facing is the one we have just spent the last four months working through, and as a part of that, you have to make the hard decisions to live within your means. You have to be able to balance your budget even. Is difficult. Today we are submitting a balanced budget that solves a $200 million hole, and that has not been easy in any way to fill.