We're we're almost ready to start. We'll be starting in about five to seven minutes. Thanks very much. You.
Recording in progress.
Good morning. Welcome to the board of the Detroit Housing Commission. Board of Commissioners meeting for third date, May 22 2005 it
is 10:09am.
So first we'll have a roll call. Roll call, please.
So I see President Jose. Here. I see vice president Allen present. See Commissioner Williams present. I see Commissioner Seibert
present. Thank you. We have a quorum. First item is approval of the agenda. Called for a motion. So moved support. Thank you. Any comments, questions, changes, hearing, none. All in favor. Aye. Thank you. The agenda of approval. Next item is approval of minutes, a regular meeting for April 24 2025 call for a motion. I
move to accept the minutes from April 24 2025 I
support. Thank you. Any changes, comments, questions, hearing, none. All in favor. Thank you. The minutes of regular meeting, April 24 2025 are approved.
Next. We have public comments on agenda, action items.
We have any public comments on the agenda? Well, we have no public comments on agenda. Actually, I have no one raising their hands for for that part. Okay, then, then hearing, hearing none. Seeing no, no one online, no one in the room for agenda action items. Then we will move right into the action items. First we have approval. Let's see resolution number 3296, approval of the fiscal year 2026, operating budget for a low income public housing program, and authorizes the executive director, James Arthur Jemison, or his designee, to submit the fiscal year 2026, budget to the US Department of Housing and Urban Development.
Thank you very much. So to introduce the budget, I'd like to ask Luke Joseph our CFO to present with potentially a few comments from Irene Tucker, our Deputy Executive Director. Thank
you. Good morning, commissioners and staff, we published, happy to present this annual budget for fiscal year, 2026
and this combined with the priority as well, and
some of the highlights I like to mention is we base this budget on 85% we can see for next year, which is where our
definitely on task to achieve that,
and
on the actual
approved funding for any of our subsidies from HUD has been approved already. And also, we also could get into consideration some of the possible
future
changes with
that might occur. We also put that into consideration. I'll be going happy to any specific questions. I don't know if I even wants to
say to the team, so if you take a look at the biggest piece of the budget that increased, see a big increase of over $30 million we can let Mr. Jameson, he worked closely at the city of Detroit to obtain that reimbursable funding. It's not cash that we're going to get over in our bank, and we can kind of spend it as we please. It's a reimbursable contract. But Mr. Jameson, you want to talk about that's the highlight, that's the biggest. And then we can quickly talk about some of our key internal and external risk specifically, sure.
So we just wanted to recognize for the next year's budget that HUD has approved an action plan for community development block grant funding in the disaster recovery category. That action plan has been accepted by the Detroit City Council as of this past Tuesday, it allocates about approximately $33 million to our organization to be invested in a series of capital improvements that are currently identified for
shared in one and two
Brewster homes, Smith homes and Sojourner. Truth,
these allocations can be
can be changed with certain processes, but we're pleased to indicate that that money has been allocated. It will be made available at the reimbursable contract. And so again, this is the person I've been able to talk about it more formally because of the HUD approval and the city of Detroit acceptance, again, which just took place in the Committee of the Whole on Tuesday, would highlight that what our team is now doing is understanding all rules, regs, laws, statutes, et cetera, applicable, and identifying ways in which that money can be quote, leverage to close, quote, leverage stuff, using Various other soft money programs and the tax credit programs available from the state of Michigan. So that works being done, and we're also considering ways to bring in third parties to help us execute the project and execute it in concert with our existing capital plans. So that's the major note we wanted to highlight for today. If you have any questions about that, please.
Thank you. Follow our motion.
Move the budget Second. Any comments questions
you have a couple I know that we're talking about later. So if we want to defer this, but we've got some aggressive assumptions on the right collection in the vacancy. We're a little ways from 85 and 15. We want to talk about this little ramp up time, because that's not going to happen tomorrow. So is that we're budgeting for that in the fiscal. But to be realized first quarter, second quarter, third quarter than we obviously have to deal with liquidity between election services. And again, I know we're talking about later, so I need to have a whole plan. But can you just give me some sense on fiscal impact and how long we think that ramp is going
to look absolutely so well, and just put in the perspective the amount? So we're talking about roughly $6 million in revenue. We will hug give us the bulk of the cash. From an operating and administrative perspective, when we talk about LFP, you know, the low income public housing side of it, and when we talk about getting at least 85 million, or, I'm sorry, 85% of that, we're saying from a laptop perspective, on average, we should see that over the course of the year, and so we're doing a lot of aggressive things now. We think we should get into it now that we over the oversight with our Compliance Officer, Mr. Ray Leslie, and working with Jefferson wells and the finance team, as well as with Denise and REM Of course, we have pretty much taken the receivable bucket as of March 31 and just dumped it out, shook it up, sent out tenant payment agreements to all those who were sitting on that ledger at that time. And we've been working with letters went out. A series of 800 letters went out. We're just trying to make sure the corporate hygiene is there. This was also done similarly last year as well, but it was very decentralized process, and it yielded, you know, definitely, payment agreements. But now we find a multi belt. In the fall, we leveraged our partner working with legal Continental, who, you know, others who have been really good at getting collections in their portfolio, and we utilize their template with the additions that legal made. And according to our, you know, our a cop. So end of day, we're just in phase one of trying to to rectify the issue. We shake it up, you know, pretty much let the tenants know that. You know, we definitely want to house as many. That's our mission. But at the same time, there's payments and there's agreements, there's calculations that are done, and we're following HUD guidelines. And HUD guidelines say, if we can, you stay when compliance with Alicia say, if you're not to evict them, we're trying to prevent evictions. So first, we get into a payment plan, second from a realization of of what we're doing. We expect January of 2026 to start having some fruition. And so we we embedded good opportunities, but we also embedded, you know, some things that we knew that weren't trend well. So we're not six months of ramp up function, six months starting from July 1, not now. We're ramping up now, um, we're doing the corporate hiring gene inlays. We're trying to get a a vendor to help with that counseling, you know, on board, and we're going to, we're going to see the funding where that funding company, Mister German's going to talk about that. We're also going to work with Denise's team to bring in someone to do housekeeping. They already have a video certain things in compliance to make sure that when the next move happened over the next nine months, to ramp to see things change visibly on our balance sheet and in our revenue on our panel in January, we just put in the envelope inlays of roles there.
So
just to FYI based on actual figures, annualized for FY 25 did based on the actual figure, we already have $6 million for tenant revenue. So the budget states 6.6 so that's really conservative, friendly initial 600,000
so we didn't overstate revenue at all because of the environments that we're sitting in some of you know, that's on slide number three, you know we we know that rents are going up. We know things are changing. We know individual, personal situations are changing, even though it's up to 30% but we know food prices, inflation, daycare, we know all of those competing priorities in a family unit is happening, and at the same time, from a business perspective, you know, we didn't talk about employee costs going up, right? We just met with the insurance carrier, and we got really great news. Last year, we saw a significant increase in our insurance we had to embed that in our, you know, budget, we were able to maintain some of those same, you know, assumptions as last year, so we didn't have to increase that really high. So we have a lot of opportunities, but still, we're dealing with, you know, little poem, grasp inflation a lot, lot of the common things, and we make sure we as a conservative as possible. And then if there is increases, we have funding in the bank for it, as far as staffing. So Denise's team increased substantially. Um, she's really moving that forward, because she has the cash in the bank to do it, and she's gotten the commitments and the the fun team, see the Eli. So we just, you know, we're being really careful and conservative. As you know, staff asking for new help. Alicia's team, you know, definitely need to ramp up on their project side of the business, the oversight is very critical as well as, you know, just the administrative function of it. So having revenue to offset some of those expenses, so we're not just jumping out there, you know, you the eight FTEs that's required or the ask for until we see some revenue coming in. So we're trying to leverage a lot of that. So the biggest increase, really, if you pull out the 33 million, it's really leveraging funds that we pretty much already have, and trying to just probably spread them out over various initiatives. And really is focused in on the AR process and dealing with the operational and the low income public housing, you know, and we did that during this fiscal year, we spent a lot of cash trying to bring the properties to path inspire we, at the end of the day, we start seeing a sport of 90% leveraging our partnership with The Continental team and our internal move under Edrick, Tiffany Ernest, as well as now Mr. Calvin. So we saw a lot of good, good work done in that but now, working with Michael, Emily and the capital team Eric, we're trying to leverage using our capital dollars a lot more plan ahead, because if it wasn't in the plan, unless it was an emergency, we couldn't use it. So now we're trying to be more strategic and smarter, working with finance and procurement. So a lot of moving great parts, but we still in this unstable external environment that we're dealing with, you know, the elephant on the wall, but we're trying to do the best that we can with the, you know, great talent that we have internally under the leadership of Mr. James.
Thank you. Any other comments? Questions again?
Yeah, on the HCV, so I'm looking at the just wondering, what are the assumptions on the research on that evolve, or does that doesn't have to impact our admin that we can take I forget how the research level impacts the oh, okay, so I Yeah, question for some 8515 on the collection, where we submit on the research as well
on the research. So team 99.7%
in compliant have been pretty, pretty good. So from that perspective, it's a really low number. It's, you know. We know that you'll be above 95% they're averaging right now 97% and to your question, so if the research is delinquent and we find that to make the landlord whole and the resident whole, we have to give them 30 days notice. So if we're behind the year and their situation had changed. We have to make the landlord hold that comes out of our admin fee. So we should see a lot less of that. We have been seeing that go down. And so from that perspective, you know, we don't have a big number in this budget. The big number, really, you know, is, is utilizing 85% on the lip side, right?
Because you got about a half a million dollar swing positive, right? Yeah, absolutely. So 300 of that is Advent, yeah, do just because of the increase in the budget, or is that actually results driven based on the research? It's
hard. So we want to thank HUD. Real quick. We really want to thank HUD. The up tip is really because HUD has increased the I the the budget for like 3 million. So it went up like 8 million. Last year, they gave us $8 million but it doesn't result in more research. I mean, more you know, vouchers is really trying to keep up with the increase in the rent that we have to pay pass through to the landlord.
So just coming up because of that. It's coming
up for project, coming projects, budget, baseball, it's under committed. It's uncommitted. Then
that's special. The what is that? The 100,000 for admin, special fee, specialty,
special program.
And so some of those come out with different buckets.
I just saw we didn't have any last year. We
just getting better, better.
Push to budget last year, FY 25 it was very minimal versus this year was so significant. So, for example, hypothetical, legislate, we have 10,000 in FY 25 I mean, I'm not getting a bunch of pop, and it's not worth
it. Plus Felicia and I apply for various specialty of money, money. And, you know, it can't it's coming to tuition. We've been getting little bits and pieces. We call it candy. So you get 10 here, 10,000 here. You got 60 last year for the you know, so it's good to It's comfort to say we should get that.
And so with this 33 million reimbursement, I think it's, it's more of a comment. It is great to do all the great work that we can do with it. It'll be really great that we can GC some of that work. And even better, if we could self perform some of it,
you know, and take it further and turn it as a revenue.
Could I offer a comment back?
President, President Hosey, I would just say we are in agreement. And I think in the development update that you'll hear from Tyler, she will describe both her interest and some of the places that we have a chance to do that process of hiring,
internal during
internal HVAC,
which Michael's team, thank you, interesting, and also reduce our contract to all costs that we used to pay for those services.
It's a struggle, but we are working closely with the union to assist us in helping us find not only those three positions, but also maintenance techs that are open. We're just really trying to leverage our partnerships, but that's a good and we're doing that now, though we're doing that now, but it should impact we can find them. We're trying to budget. Thank you.
Any other comments, questions?
Hearing, none. All in favor. Aye, thank you, President. Resolution, thank you. Resolution 3296, is approved. Next we have. Resolution 3297, MOU cod, $500 admin support, eviction prevention.
AR project, sure
commissioners, so in our furtherance of our partnership with the city of Detroit on two matters, eviction prevention and rent collection, we are entering into an MOU with them, through which they're going to support our efforts at at eviction prevention and our efforts at Rent Collection, some of which have already been described in in the context of the budget they're supporting us. We are making an investment of our own as well. It's their support is designed to give us staffing and contractor support to help us do important consulting work. They'll help us hopefully unlock some of the issues we've been having with rent collection, to get us going in the right direction, as well as measures that will help us make sure that people can avoid eviction, because, as you know, being evicted in in in our industry, has a long term impact on a person's ability to rent. So in that with that background, I might ask Deputy Executive Director Tucker if she wants to add any comments or notes, I think you did a wonderful job.
Okay, um, are there questions we do
call the motion for
the the approval of resolution 3297,
a sport for questions, comments,
City of Detroit, Miss Underwood
gave me a call. Is it regarding this?
Miss Underwood gave you a call? Um,
city intro, Mayor waters, oh, she
probably, she may have, I think she may have given you a call about other work we're doing, but, but absolutely, I've talked to her many times. Did you have a good conversation with her?
Well, I haven't returned a call just yet. Okay, I'm still contemplated Sure.
Well, I'm happy to share so Commissioner Williams is describing a call from Joanna Underwood, who is a staff member of Commissioner water, sorry, Council Member waters to Office. Council member waters office is putting together a they actually have put together the first, sort of inaugural meeting about sort of tenant representation and tenant voice, and so I told her that we would be as cooperative as we could, and we'd be happy to I'd be happy to attend any meetings she had in the future, because I think we're really interested in making sure that tenant voice is being heard and that we're part of listening and responding. So is that the matter she talked to you about? Somewhat?
Yes.
Vacancy and everything got it
well again, we the Council is expected to hear this item, I believe, in committee today, and at Committee of the Whole Tuesday. And I think this again, one of MS Underwood's number one issues to me has been about eviction. So hopefully we're going to get councilmember waters
both, just to let you know
I appreciate it. So it
I'm a little confused, and it's probably because I don't know. I don't, didn't know that the city had staffers and either work with contractors that do this kind of work, and so are these folks that are already on staff doing this for other properties, or I'm just not understanding what we're allocating a half of it, half a million dollars for, and how is this going to be executed?
So this half a million dollars is coming from the city general fund, and we only can spend it on contracting. So
I think that just answered my question. I didn't mean to cut you off. Okay, this is money that we're going to be taking in in order to, I understood it to be paying out, and that's why I was a little confused. So I've retrieved my question. We
don't have phase two yet to find first, we just doing corporate hygiene, shaking, you know, sending things out, having, you know, ledgers. We looked at the reason openness and rent, just making sure, from a compliance perspective, we're there so that when we go to move to the second phase, which has not been fully, you know, discussed, especially with this time before, internally, to try to help and with eviction prevention. Just want to make sure the data is correct,
and so the the 750 plus, the 500 that's allocated from the sales proceeds, is more about budgeting and allocating what we expect to to employ, and therefore being able to get this match of 500 from the city,
500 from the city. Should the checks should be in the mail right now, because we spending it. That's what help us build up the program, right? So that we can take the 750 from the J farm, right, and hopefully do some phenomenal things after we deploy, you know, come up with how we want to deploy the communication plan.
Partial answer to my like, how are we going to have liquidity challenges? Because our collections are not going to vote to the budget number right away, right? So, like, this is the way everybody is functioning. Our kind of liquidity to front fund all of that work and front to get so when we start saying higher revenue numbers of January, this is kind of back,
the right way to think about it. It's the right thing to think about it. The seven, the 500 will reimburse us on the current charges that we have incurred going back to July the first again, it's internal. You know, we have Luke, has a receivable person who helps work diligently that was already budgeted, but that's going to reimburse that I
understand, read it as work, functionally like use it for rent abatement at the tenant level and recoup it. This is on an admin
All right? The the 750 is cash we already have. We're earning it, right? And we're just going to reallocate this non federalized funding right to the LI pH program, so we're going to move the cash over there. It's really just a balance sheet reclass at the point
spend this money anyway, trying to collect these grants.
Oh, absolutely, yeah, or take
a massive write off,
right? You know, we should have been.
We should have probably already taken a massive write off, because every quarter, as we talk about, right, it's in collections. You know? What is written off, but like this last quarter, we get zero to no funding for it because of the market that we serve, right? So, and
by documenting and accounting properly for what we're doing to collect rents, we earn this great, this
this is not a fading the position of right today. We're trying to do is avoid another recipe down, like eight to 10 to 12 months, absolutely,
absolutely. Now you're going to see some cleanup coming through.
I heard you say January. I heard you say January.
You should see the percentages, right? But over the next few months, you're going to see cleanup bigger, write off, and it's really already expenses that have already hit the P and L, we've already seen it every month. It's just cleaning up the balance sheet. That's it. It's just to be massive cleanup. We have a receivable, and we have an alignment. We looking through that data, and we, you know, I'm looking at pretty much writing off out of the it's really 2.3 million when you take off the offsets of the credits in there. And, you know, we should see over a million dollars come off of that, this massive cleanup work, massive, but it's just it nets to zero. Right now you got receivable, and then you gotta allow us both against it zero. So all we're doing is just clean up, massive cleanup work to get down to who really needs assistance, who really needs help, and then we can start answering those questions after July,
unfortunately,
January. Meeting.
Thank you. Any other comments? Questions?
Hearing, none. All in favor.
Thank you. Resolution 3297, is approved. Next we have resolution 3298, approval to update Detroit Highway Commission. Sorry to Detroit housing compensation policy.
We're requesting approvals of HD compensation policy, which is a more comprehensive policy. We went from a page and a half policy to a six page policy, which gives us better guidelines to pay new hires, for compensating hires and current staff. It also adds guidelines for paying for performance or marriage for bonus paid. So we're currently finalizing our salary study with melrod so that we can implement a fiction strategy.
Yeah, add that the current policy, that's draft policy before you have went to the moon and our legal counsel, but they could review it, and it's no such thing in these policies of union versus non non union, it's our employees, our beloved employees. We perform well, making sure that there's a bonus structure embedded in that so that when you do see forecasted January increases, they're rewarded for their attempts to do this. Humble board has talked about that over the last two years. I'm not being here and so through the leadership of Mr. Jameson, working with our home nice HR director, here we go. You know it should. You should see all of those asked embedded in that, and every employee of DHC should see themselves in there, whether or not they're union or non union.
Thank you. Call for a motion
Lou to approve.
It is 3298, yep.
Questions, comments. So my comment would be Thank you. So I must confess to have pushed pretty hard that we have some type of bonus structure and ability to participate in the improvements of the organization and then excelling from there, you know, hitting excellence and going further,
I want to
see that as we become this really dynamic organization that's, you know, a important part of The city's growth, that every employee have the opportunity to to feel that financially, that that, you know, the the fruits of all their hard work, that we will be continuing to ask and asking even more from from these person and that there be some incentive structure that allows people to not just, You know, do good, but do well. So it's so thank you all. Hopefully I wasn't
too bullish about it,
but thank you guys for doing all the work and working it out and making it happen. Because I just had an idea you all had to do all of figuring out how to not blow up the world by doing I appreciate that.
Comments, questions,
hearing, none. All in favor. Aye, thank you. Resolution number 3298, is approved.
Next we have resolution 3299,
approvals of update the straight housing Commission's flexible work schedule policy.
Thank you. That's an approval to implement the flexible work schedule policy. This policy will provide guidelines to for staff to work flexible schedules and work remote. It'll allow for greater work life balance and more flexible schedules. The policies include eligibility requirements and performance requirements as well, and they will get two days out of the lease version of them for 16 hours.
Thank you. Cough, just, just,
we had bumped into a lot of resistance when we were trying to bring on new employee, and we lost a lot of great candidates because of this. And so again, we had our union and, you know, union attorneys read on this to make sure that it is fair for everybody and who was included who should be excluded. So we done our due diligence. But the reason why it's coming up now versus later is because we're trying to recruit more people. You know, certain jobs won't be able to be remote if we're facing the resident, you know, every day, right? Those are, those are, you know, but we lost a lot of great candidates, and it's hard to recruit current candidates. And I'll let you speak on that, because this is the first, the second thing out of their mouth, how much you can until you have remote
that's usually a question.
Thank you for
motion three.
Nine, right? Yeah, any comments
questions
chart, nope.
Are we expecting an admin cost to this? We got by flexibility. We have IT security issues, any of those ethnic changes, and then secondarily, is this central office directive? Is it business unit directed? Is that manager discretion? Sorry, it's for my union staff,
and it's also manager discretion would be based off what it's performing as far as we already have the capability to work remote, but I can add chart to speak more to that. I
know those going to have flexible work agreements, or they just going to be simply, like this week, no,
they would have to get approved for
that track.
Any concerns on the IT side,
we are doing this since COVID time, yeah, just a matter of, you know, we need some more HR area covered. How the employee work at home and they have a secure place like they no one can while they're working that location. They're they need to make sure their data is secure,
like your Saturn project.
The staff has picked which the days, yeah. Manager,
basically, computer, right?
Yeah. No, home visits, no,
no, okay, no,
unless it's in the scope of their daily job, they haven't an inspection or, you know, but no, people should not be dropping off files of people homes and different things like that. No.
So at some point, will we get a copy, Miss Matthews, of the edition of this topic, let me, let me just first say absolutely right. This is the environment. This is the current times, right? Everybody on my team, everybody in my organization, same thing. How much can we work hybrid? And establishing a process policy and a process for that is critical for not only attraction of good talent, but also retention. But what I just didn't see, is I didn't see any commentary to it. So we'll at some point, will we get the policy to review?
Well, they don't have a policy. It's not in
here. It's emailed separately. Okay, I'm sorry I overlooked it. Thank you.
We'll make sure that we'll consent in actually,
payroll tax implications too, right? Are we not to
get the city? They don't live in the city, but work in the city. Yeah, yep, and they start to work from home. They can, when they do their city taxes, can and you've got to have a formal letter from HR speaker too. I can reach out to
official letter from them or like, I don't know if the executives that I can write the letters I saw, I
don't know, but we will definitely get a letter out, whether it's or from So
just as a point of clarity, what we're the letter that we're talking about, and you probably did this During COVID is at the end of the year, they they get a letter saying they worked these days or this many days, this many hours, depending on how they're paid in the city of Detroit versus outside the city of Detroit, and then they can utilize that in their city taxes to justify, yeah,
but it sounds like we're not going to be adjusting day by day with people's changes. It'll just be that they'll get a refund at the year they say, although you collected for 100 I only worked 60% of the year. But it also sounds like there's already a method in place during COVID, so it's no need to recreate the wheel, and you guys shake that off
when we're all in or all out. That was a big deal. We had found this higher that was easy to challenge if you didn't have flexible work anymore, either if they're exempt or so not exempt, if you're tracking hours, it was easier, but you just don't have that report. Then at the end of the year, it's, I need my letter. And then here's your letter. Oh, no, I didn't work that many days I, you know, like, so then, then you're, like, chasing right, like, back, hold payroll records or whatever you don't want to be in that place, right? Like, it's whatever the tracking is. Like, these are your flexible days you're in or out that way it's loaded into ADP. So everybody's letter is what it is at the end of the year, they're not tracking person by person, hour by hour. Yeah? That that became a nightmare for people when everybody was gone. It wasn't a problem because it was an easy letter to do 100%
right? Thank you for that. Yeah. Coffin blow.
Follow the Any questions, comments, all in favor. Thank you. Resolution, 3299, is approved next
week.
Yeah, Tyler, that just means you gotta come in every day.
We need you. You're essential. It's like
I'm in every day.
Next Next. We have resolution 3300,
approval to update Detroit Housing Commission sick time policy.
We're requesting to update the sick time which will allow us to comply with the Michigan current sick time act. Um, we've already had a generous sick time policy, but the our sick time act is requiring employers to allow employees to receive 72 votes annually. They're mandating how this is earned. So they would have to earn it one hour every 30 hours worth. But we had to update the language and the policy and also expands upon what they can take time for and what the family an additional change in the policy is now we're going to front load the 24 personal hours that should be used from your two things
annually on their 20th anniversary.
Thank you. Thank you. Motion. So moved. Second questions,
will this apply to those who are
maybe no, the ones that are going
to be doing computer,
the remote,
all staff. But if you're under a collective bargaining agreement, those opinion employees aren't effective. Affected right now, they're not,
and this is lodger.
This is the fascinating
labor. And
so we were already providing this level of sick time. Now it's just a change in how we calculate to apply,
not over time. It's front loaded, right, plus the federal organization, yeah,
questions, comments,
hearing, none, all in favor. Aye, thank you. Resolution 3300, is approved. Next we have resolution 3301, approval to execute an agreement with dogs Inc for DHC to provide protection for all vacant apartment homes and property in the amount of up to $250,000 annually, beginning July 1, 2024, through June 30, 2026,
so to present this, we've got our director of real estate management, COVID Williams, yes, so you
kind of laid out the background of it, but in reality, what it is is that dogs Incorporated is pretty much a monopoly. They are serviced to provide shields to our vacant homes, as well as other areas of our property to provide protection for vandalism and that things of that nature, we have kind of done that due diligence and trying to locate a different vendor to supply these services. But again, as I described earlier, dogs is like the monopoly of this service, so to speak. So, what I am proposing that we do is get into an agreement with with dogs. Starting effective excuse. I would like us to execute an agreement with dogs annually for up to $250,000 starting from July 2024, to June 2025 as well as July 1, 2025 through June 30, 2026 that way, we will be able to not exceed the threshold based on previous services that we know enduring last year.
And just to add to that as we continuously improve our portfolio house families in our vacant units. It's an aggressive process. Even if a unit is ready, we have to put the dogs on and we found in the past, people are pretty much able to get around the dogs, but we've been moving, as soon as the work is done, trying to move a family in within, you know, 24 hours, because you don't even want it to sit two or three days, especially in the city. So over time, we definitely expect this to go down. But we also know that we have, you know, a lot of projects in play over at Diggs, we had issues. We had to install cameras, because as soon as the cabinets went up, while they're working on the unit, may go to lunch overnight, they'll take it out. So we've been trying to get in front of this. So doc has been very instrumental of preserving our units. And you know, it's pretty much a necessary, you know, but as our occupancy go up after as we utilize our units, we should see this going down, but we still going to need a couple years. I mean, we're moving last month, we moved in 44 families. Our sweet spot is 30. We moved over 375
families since January, 2024
and so as we continuously ramp up, you know, we should see this cost going down, but it's going to going to go up a little bit, you know. And he had in here since 2014 which is over 10 years, it was 1.2 million. So doesn't mean that all our property learned. What we learned is, if you want to mop all and stop the decay, stop the vandalism, you have to put dogs on, otherwise you're going to pay the cost later, and and labor, and, you know, inventory. So we're trying to get in front of this as fast as we can. And just again, corporate hygiene, bring the contract upfront so we know we have a budget, and we'll, you know, seems like 250 is where we're at right now, yes, cuz it's monthly charges. So, you know, we don't get that family in fast enough, then, you
know, cost we're going to have, because it's a cost to, obviously, install them. There's also a cost to request them to come out and take them down. So that's why we say, like, once, once the home is ready, we'll put the shields up as a protective and then once you get, you know, someone approved and assigned to move in, then we'll schedule with dogs to come out and take them down. But like, as I really said, that turnaround time is probably within 24 hours, because, again, we don't want the home to be open to the public for long. They'll
come in right in and take your furnace and air conditioning. That's the first thing to go out. Oh yeah, these are nice cabinets. We can undrill them and take them, you know. So you got that, and then you have to have the dogs on to mothball it to stop vandalism, or from squatters, from from turtle, yeah. It's the best that we have right now, outside of having someone sit out the house or or stay there, you know. And that
gives It's physical. Thank you.
I move to approve resolution 3301,
it is worked or questions comments
so I could, my only question is around the track contract period, right? So it's, let's call it June of 2025, now we why the red show of the contract? Well, they've been doing the work just on a bill, bill at at service. Likely, I understand, basically,
it was just corporate hygiene again. So as we see contracts, you know, costs going above the 250 we have to bring it to the board attention, and then our procurement policy and the approval, we've been trying to look at other services. I mean, for since I've been here, and nobody's matching dogs right now, there's an out of state company, but you know, so why it's coming today versus a year ago? Because the cost had not exceeded over 1411, years. It was 1.2 million right now because we're like, nope, looking at our inventory, and we're trying to stop squatters, stop vandalism, so that we can definitely, you know, utilize capital funding as discreetly as we can and as frugal as we can. So it's just really getting in front of knowing what was in our portfolio, stopping the bleeding, so that people can't continuously vandalize and invoke in here. That's the difference. Through our leasing plan and working through all of that, that's the difference. Or
are we employing certain things like so in the, you know, private, single family market, you know, it's almost like, or is like, there'll be no hot water heater in. The furnace is on the day of the movie. That's exactly.
But then you still got a moth ball and how nothing is there, right?
Yep. And so it's, it's getting in front of it. Yeah, as you know, at the land bank, we had to use it extensively, even for the vacations before you start doing that's what we're doing now, living there. And so it is a sad cost, but a cost. Maybe
we used to use board ups, right? People wouldn't go in. So now we,
yeah, that's the difference. That's
the difference, right? That's really the difference, yeah,
board ups, you just, yeah, pay for the boards, and then take them when they steal the cabinet, right?
Family, move out. We got it under contract, and no one will get it done within, you know, 90 days previously, using board ups. Then you go in and you have picked you like, Oh, my God, this is much worse than what you know, right? When they bid it on it now it's that much worse. And now we gotta come in with a change order. So now we just say, put the dogs up.
Does dogs give any guarantee or for, against loss? Um,
currently, no. We've been, we've kind of right size that right we've been, you know, we went to combination like Edrick sunny into now we back to locks, you know, is it inside job, all the stuff that you know previously that the industry deals with. So we, I would say that procurement has been on top of them. So when you want to, thank you.
And then two just had a listen, be actually doing this contract through a GSA contract. So similar to Omnia, Tom spoke about utilizing HD supply on default, just another GPO person organization that allows us to kind of piggyback contracts. So with dog being a one stop shop, GSA was the only one that had a problem for your contract. So we're using that as a means and methods to do this. So obviously we still had to go to board 1000, but we're taking those steps.
The Wood Boarders is not working on
15 years.
Thank you. Any questions, comments,
hearing, none. All in favor. Aye, thank you. Resolution 3301,
is approved.
Next we have resolution 3304, because 3302, and 333203, or were avoided, and so approval to execute an amendment to the agreement with decimos to continue servicing and providing maintenance inspections for the generators located at eight properties for the duration of the contract. Okay, what's your name? Okay,
also, again, Colleen Muhammad presented resolution 33 3304 approval to execute amendment for additional funding to contract 3089 with decimal the wording, we actually switch it out. I think you might have different language. So apologies for that, but again, execute amendment for additional funding to the contract 38, nine with decimal for generating maintenance and repair services for the entire DHC portfolio. Just to give a background, we're actually asking additional funding of $360,000 to enable DHC to cover the costs for landing lifting the contract. Excuse me, just to give some background, and again, I think that the wrong shoot, sorry. Just recently, okay, in November 2023, we did a RFP, and we contracted for the services of generated maintenance and repair services to decimal in the original base amount of $225,000 going through the contract, as I hear, just cleaning up contracts and seeing what's what, you realize that we didn't ask for enough initially for the contract in November 23 so We're asking those additional fundings. It's a two fold asking additional funding as well as getting the board approved. But now we've reached that threshold amount. So obviously, beyond that 225 we're right at that 250
so we're asking for the additional amounts. Can you talk about
what the difference is? It's really for additional maintenance service and suppliers. So this is a maintenance contract, but then when they go out and find things wrong, they have to repair them. They're in place like this needs to be battery or so. Those things weren't accounted for. But I will say to the extent that this year, we didn't have any generated failures, as we did like in 22 and beforehand, and it cost millions of dollars, all that work that had to be done at one of our biggest sites. So that's the success rate. And so we're trying to get in front of that. And now we ask humbly to the board, if we can, you know, stay with this current contractor in this busy season, because we got storms coming, and we got, you know, a lot going on, but you're going to put it back out for RFP, yep, look around, like I said. As
we clean it up the contracts, we're going to look at other options as well. But as we've been using this contract, we have to have a board threshold, so we ask for the increase. In the meantime, we will, as Miss Irene spoke about mister rain,
y'all get in front of the board saying myth and afterwards, I have been a headline.
Thank you. So move is for support a crowd questions. Just
want to play this back so we have a contract with automatic renewals, and it currently, but we didn't get enough approved previously, so we're updating it now, and we are because we didn't have the authorization. We're 270,000
behind. So that's, um, actually, that was, that's, that's, it was just Yeah, so we had to update that, you know, so once we got more clarity, more better information, to come to the board with after our review process that we spent late, it's really this was a contract for less than 250,000 just to do the maintenance, right. Okay? They came out and they said, Hey, not only you need this, you need a new battery at a couple sites, labor and material. When we looked at that, looked at the cost, I didn't approve the purchase record, because I'm like, we're going to go over, right? The team went back and said, You know what? Procurement went back and said, let's just rewrite the terms of this contract, get corporate hygiene in order. And then once we do that, you're going to send out an RFP within the next couple of months, so that in 2026 we can right size it and make sure we got competitors before. Remember, nobody was bidding on our stuff, only one person that was coming back. You know, we gotta look at things and it's it's expensive, but the proof in the pudding is that the generators have been covered. In heaven went out, you know? So
that's helpful. So the amendment that we're approving them so are they should understand the business, so the wrong sheet. So we're doing six grand a month, and it's going to 700
Yeah, you have the Yeah, you have the wrong one. So, yeah, we're going to move to quarterly, because we've been monthly doing this. And it was a lot of things that was wrong. I can pick different sites, right. And so now, you know, we also have in a capital plan to replace a couple generators too, as well. So based upon performance, based upon, you know, physical needs and sentiments and others, we think that some of them, we can move to 7500 a month. We know we have to watch others closely until we get a whole revamp through the capital process. But it's just covering us making sure, from our procurement perspective, the contract are now in place fully, and it fully denotes what repairs is going to cost and services are going to cost. So we don't get surprised. It's just really right sizing the last contract,
November 26 Yes, but in the meantime,
as we go through this season, we're looking to do a RFP in the next few months.
Okay, alright, I got it. Okay, thanks. And specifically for the supply of new generators, and maybe even for a maintenance contract, we have this new relationship that I know I have a bid for for generators. And from this so this, you ought to be able to achieve, potentially, that same thing. So we'll have this, this consistent bidder on things right at at, presumably a much, much lower price than people also in the traditional contractor sells a generator, buying it from their supplier, marks it way up, and then charges the installation on top, and so removing that marks way up part and looking at installation on contract or going back to that same supplier, and then they'll bid the installation as well. Now we have this consistent bidder who ideally will beat a lot of prices and get a lot of these numbers. That's
similarly, that's what happened, and why this resolution 3302 and 3203 was voided, because that's the aggressive work between procurement and our capital supervisor over there. Did, you know, got the quotes, the chief of pulse came in, and then, you know, during publication, kind of went back and had some conversations, and then it now became under the threshold of which you had to approve.
Yeah, I was going to bring that up in the comment section. Thank you. But yes,
that that is what happened one of
them. I harassed them all the time making sure so any
comments pushes,
I think final comment would just be that this is part of getting things in places that we run, like a Real Estate Organization, and I assume that we're constantly looking at kind of internal versus external, and what type of capacity we have on the staff versus third party contracts and the like of that oversee. Do
those questions? Hearing
none call for a motion
All in favor. Aye. Thank you. Resolution, 3304, is approved. Next we have resolution 3305,
approval of DHC 2025,
through is this solution? 2026, payment standards for small area of fair market rents?
Yes, alright, commissioners and DHC team that we are asking for the approval of resolution 3305, to increase our payment standards. Um, every year for there's a pain standard, okay, once they update this payment standards were mandated to implement them. So they have released the pain standards for a small area of third market rent, which we are now on, meaning that the payment standard was tied to be difficult, as opposed to geographic region. And the advantage of increasing our payment standards is it gives our voucher holders the opportunity to move out inflation areas and to allow them to be a little more competitive in you know, this ever increasing market following climate, and this is a charts, the board and all five counties that we started, so we are at a COVID approval to implement new patents.
Thank you all for motion. So moved in support. Support questions, comments.
I am going to give you all some copies of five counties and updates
that you will have them.
So that's Felicia. I'm going to just make sure I understand one. This is driven by by HUD, right? So we're just being, we're making the modifications to be compliant, but this also creates a broader opportunity for our voucher holders to go into various areas. Okay,
correct, correct. So one of the advantages that hood, because HUD mandated made it mandatory for those small area. But part of that reasoning was to allow voucher holders to go into the area of the county where they would not have, you know, with the old payment standards, been able to access and payment standards apply to zip code. Now they have better access to some of those communities to offer more amenities and resources and help those in help those families come out of
poverty, poverty zone, yes, yeah. So
it seems like it also kind of works the other way, where people would say, Oh, I got the Oakley county number. So I'm going to, you know, whatever it is, Hazel Park, and I'm slap some paint in this one house, and I'm gonna get the the the prices, though, it was in Birmingham, and that no longer works. And so it's, you know, it's Wayne County, FMR, with kind of high Detroit rents were low. And people like, yeah, now I had, you know, 1800 for a three bedroom, you know, on Joy Greenfield and that, that that's no longer happening. And so it those kind of really zip code by zip code now is still it, ideally, it encourages people in certain areas to fix up some houses because they know they what risk they can achieve. I think when you look at Oakland County, it's like, because that's before the the utility deduction, then it always just slides just under most Oakland County area. So, you know, they jacked up kind of payload price so much now that anything that would pass HQs standards is probably at 2000 or above, and the number is like 1940 less, right? So really, it's, you know, a lot of the potential growth is probably gonna be in the city, down river, or our western suburbs. Any other
questions? Comments
and All in favor. Thank you very much.
Next we have resolution, oh, sorry, resolution 3305,
to look for loop. Next we have resolution 3306,
we want to update the HC, head programming utility allowance schedule,
effective June 1, 2025
Alright, so and we are asking for approval for resolution 3306, to update our utility allowance. Schedule, HUD makes it mandatory for the housing Bucha program that and we review our utility data, and if we see that the utility rates have increased at least 10% or more, we are obligated to increase our utility allowance. So from our last study with Neil rod, we did see that our the utility rates have increased. So because of that, we are implement, implementing our new utility allowances. So we're asking information. We do that. I did write up a statement, because I know where utility allowances are concerned. It gets confusing. So the housing trip, the utility allowances standardized estimate of the average monthly unit cost that attendant is responsible for when utilities are not included in the rent. This allowed to supply during the rent calculation process to ensure that the tenant share grant remains affordable. DHC establishes its own utility allowance schedules based on the local utility rates, unit, size, type of utility the allowance is not reimbursable to the tax. Rather, it is used to determine how much the Housing Authority will pay to the landlord versus how much the tenant will contribute. So for utility allowances, what HUD does is they they factor in what we're doing. Because for our program, we have to do something called affordability, and we have to take it to consideration that in addition to the tenant portion, we know that family will have to be will allocate a portion of their adjusted income to utilities. So it's not used as a reimbursement. It's used as a measuring tool when we're looking at affordability. So if a unit is running for 1200 and the payment standards 15, so we know it falls within that region, but if the family utilities are now at 200 for that unit type, we have to deduct that from their rent to make sure that it's affordable to them. So instead of being able to afford 1200 they may be able to afford 100 I mean, 1000 and so that varies from our utilities are for condo manufacture, housing, apartments, low rise garden. So we have a there's a vast metric that we apply to get a lot to um, and again, it's to make sure that the tenants prints out of four. So we are asking for permission to then prevent
that will be for 25
Thank you. Call for a motion,
a move, it's for the pool. Questions, comments,
my question, so on water are the drainage charges included in the utility allowance? Yep, and so, alright. So,
but I can see some of the breakdown. But no, it's this is how a standard utility allowance charge,
and next week,
we take those numbers, and again, they factor into what's affordable for that. So that's how.
So I would say pretty certain that every month down by drainage exceeds my, my, my water and so, you know, this kind of leaves people crushed it there sign up for the water bill. But there's not a thing that that picks this up. So they're actually paying another extra $80 a month that's not accounted for. And then also, you could pass HQs standards, but not have great insulation, right? So you could have, you know, electric bill or heating bill, that's saying $100 a month, and have a $400 a month heating bill in the winter. And so there's some, there's some extra constraints out there on our tenants that is very hard to pick up here, because measuring, you know, like a how efficiently, you know, insulated the house is before you allow somebody to move in. One, takes a lot of stuff off the market, but two, is not an easy standard, right? And so, so sometimes it looks like, oh, okay, they're getting this great deal, but they they got some constraints out there on that income that they can make things pretty rough,
comments, questions
and none, all in favor. Aye, thank you. Resolution 3306, is approval. Thanks so much.
Next we have, oh, finally, we have resolution 3307,
approvals to implement DHC, broad risk management policy.
DEPUTY EXECUTIVE DIRECTOR Irene Tucker, respond to this one? Yeah.
Alright. This is the last one of the day. Hopefully it has the built one again. It continues with corporate hygiene. So HUD is requiring, based upon their 2022 ruling for commissions to be or have a policy in place, DHC form. We have had various policies. This is a combination of, you know, our employee policy, if you look on page number six and references. And this was put in collaboration with our internal team, our project manager, rob a working with finance, it and compliance, but you can see an HR all the various policies that DHC had previously. The ACOP of courses are guiding and admin planners are guiding philosophy designated housing plan and a lot of the record retention, social security number, confidentiality policy, our employee manual. All of that was just pretty much condensed in the seven page to make sure we have controls over our operations and finance, really. If you remember Sarbanes Oxley postal model, right? Community wants to sponsoring. That was a big thing. You know, in the 90s, this is really an adaption that leverage with the broad organization. And so for us, we're starting the biggest thing that you will pull out of here. We, as a team, strategic, along with the board, should be doing a formalized risk assessment, because we have a low risk appetite. We do do risk assessments, but now just putting it up as a, you know, what are the overall arching risk? Our financial audit does that every year for us, is embedded in the financial report, because they do it as well. What we should do is similar to what we did at our off site in 2020 and then look at the mitigating controls. We've ranked what our key risks are in our budgets, and kind of alluded to, you know, work with you guys on that, but this is more a formalized policy. So the adoption of this, lot of things we're already doing, it just formalizes it, and it just makes us more corporate hygiene driven, so that we can respond to HUD, that we have a formalized, board approved policy as we go through our corporate hygiene journey, and we get stronger and stronger. This will probably be updated with more detailed information, but if you just a quick walk through you know, what is our fraud risk management? We We rely a lot on it and the reports and the programs they have in place to monitor to make sure fishing and other things training that is done to make sure we can prevent fraud. We meet with key people. Have to meet with the auditors annually and have separate meetings individual members of this board to talk about product. We are aware of any fraud items, operational risk. We have KPIs to kind of help us. You know, look at where we thought we were, where we at financial we look at budget versus actual. Finance team sends that out. We get detailed sub ledger information about rent collection, and everybody sees it. So it's a lot of things already in play. We're just trying to formalize it and not just rely on external controls, you know, from our auditors or reports that we get from it, but making sure internally, our employee manual state, states and as well. So through the course of these seven pages, it is a culmination, and that's why you see a date at the top of 23 because we leveraged a lot of our other policies. It's just looping it all into one fraud policy. I do have the draft, and then know that you have not approved it, but once you approve it, we will execute it. This is based on and as we continue on through our journey, you'll see more written, you know, information in it.
Great. All promotion. I'll move resolution number 3307, support. Any comments
questions.
So once policies adopted, this will become part of our enterprise risk assessment, right? So that, I mean, I suspect most of these are already part of that. Yes, but do we need to ensure? I guess, what I'd like to know particularly Is it super clear to me on the policy, what we need to have at the board level for monitoring, so that when we both for HUD compliance, but also for Enterprise Risk Assessment, with plan, right, we want to be able to bring out, here are the things where we did the monitoring. It was said that we were going to do at the board level. I suspect much of it will be in charge report. That's not already
but yeah, I guess so from that'd be good to know what, what needs to
show up in the workbook that's not already there. Okay,
so I think,
yeah, the only thing, I think, is the having a true risk assessment off site meeting where we say a checkbox as a under your leadership, we went through all the controls and risks and that you were able to be a part of that prioritization of what you thought was the, you know, top risk. The KPIs that are embedded in here are a key control so all the KPIs that you see, especially around financial operational So, for example, pages you go to starting on financial risk? You know, starting on page 9094, all of those KPIs, where you're looking at the Fauci you're looking at the C maps, you're looking at receivables, our collections. These are true monitoring, slash and informational controls that are being discussed at this level, what are we executing, looking at all the way to page 132, the reports themselves, but it's mostly the graphs and charts that kind of talk about this is where we're doing, where we are, and how we come up with so the only thing I feel that is more of a formalized meeting to go over. Here's our all our risk, and then these are our key controls and prioritizing. You know what we want to spend right now? It's been security, security, security, trying to make sure we're not
hacked, suggesting, typically, at least on other boards, we have whatever December, September, November test to be third, fourth quarter. We have an Enterprise Risk Assessment meeting all this out loop hole. This is what we've seen requests, you know, like, it's just a standing that's
what's missing. Comprehensive.
September was a house on fire meeting, but it really was like us looking at this, but we seen where we were at because the KPIs were all red. We just need to do that again as a humble group, and then internally, you know, we have our discussions, we have our strategic we have our leadership meetings, we have our ETL meetings. We talk about hot topics and, you know, but just something really going so we will have that, bring it up to the board. We'll discuss it, prioritize it, then that lays right into the budget and everything else that we're doing.
Thank you. Any other countless
questions,
meeting other people,
like managing
Do they have any idea,
or do they give information
from the employee, can you
give us a little light? And so I'm gonna say yes, but I would like to see where you come from. Can you give an example? Okay,
many lives,
you have someone coming in and you want to move someone in, they have all the information, social security cards and bank cards and everything they can get into your bank. Are they aware
of this?
Absolutely. So
each person so her HUD and following the HUD guidelines will tell you what's supposed to be happening. Right? We have in order to get access to the system, to even put HUD system, to add an employee in to we call it, you know, we get we get numbers IDs. You have to go through a series of training. I had to do it. I can't do it, and it one of the key like, it's like four hour training. It's on security and how to handle PII. Now we're aware that someone's not doing that. We would just need to to know note that. But all of that talks about our computer screen. It goes to the minute, leaving our IDs out, leaving our computer stream up when we leave. It's very, very It looks like the same thing they're giving the FBI, to be honest, which is, so it's it's government, it's a government video at test station. And once we watch and you have to answer questions, very interactive. You got to answer questions. And if you don't answer those questions in a certain percentage, you fail. So it's not even something we're administering, coming straight from HUD. So the answer is yes. So every employee who are touching pi, you know PII, and it's in our contract as well with our third party vendors.
Okay, okay,
yeah, thank you. So if we find something you know, of course, you know cell phone identification, and just let us know, and we'll have to address it accordingly. Thank you.
And those change. It's
an annual report with all influence,
and for the most part,
if I'm just in the front desk answering most of the time, they shouldn't have access to to our system. You know, they wouldn't even have access to look it up and pick you can't even get it. So it would be interesting to know, you know, if you know some you can get clarity offline and you can look into that. I
so thinking about the fraud risk management policy that we're looking at here, have Have you all thought about or should be we be assessing the level of risk that this poses to the organization and identifying, you know, progressively, if it's even better, if there's worse, whether it's, you know, environment or whatnot, and then how we make changes.
That's exactly what happens during an off by June put on, you know, everybody list all the rest, and we rank them. And then we see what controls are there? Are they strong? Are they preventive, or are they detective, or they're corrective? Of course, we want to have most preventive controls, because it's cheaper, you know. But all of that plays into a risk matrix, and it talks about entity wide versus operational versus financial, you know, versus it you know, which is, which is the biggest and broad goes across various levels. It could be broad and reported. It could be fraud and cash. It could be, you know, external, internal, absolutely, it's using that. So what I'm envisioning is using the coastal model, which has already been done and tested, and I think the latest is 2017 but we didn't write all that in the policy, because we want to make sure everyone agrees, and we go from there and seeing what the industry use, but that's definitely what they're using. Kosovo, they mentioned it. Hub mentions it right in there. You know what they've given us as a criteria. And from 1992 the Rubik's Cube hasn't changed much. You know, when the IA is from an audit of perspective, it hasn't changed much. Actually, it looked better back then. Was more detailed.
Thank you. No questions. Alex,
just wanted to thank Team rabalani, finance, it, compliance, legal, just it took a collaborative effort. And thank you so much. Anybody else on this? I HR, all in favor.
Thank you. Resolution, 3307,
so that
ends our DHC action items. Now where it should DHC informational items, sure.
So I think for the first item we don't we're going to hear from Denise White, who leads our
maximum picture. Okay?
Last month, our home ownership last month, we identified that we now have three homeowners. We now have two more that are under contract, so that's going to bring a total of five, and we have four now new ones that are pre approving our shots. So we're moving forward. It's great program. Another picture you're going to see is of a graduate and her capping down with our new partner, St Vincent, Sarah Fisher, who offer a 95% success rate that people can come in and get a GED from two months to two years, Miss Young lady, accomplishers in two months. And don't we celebrate more that are coming that'll be done in another month or so, so that'll be three done in like three months. And so that's great partnership, and we're excited about that as well our and she is part of the youth field program, so I want to say that now that she's done with her GED, that's out of the way, but she is now also going to Detroit pizza bar for the restaurant management skills. So she'll get aligned with credential, which is like a management of the pitch or any main restaurant. Additionally, there are pictures in here you're going to see of our youth build construction company. So we as part of the youth field program. At the end of training. After they're trained, they have to go on site and actually do construction work. And so we have them over at Harriet Tubman working on several units over there. And so with those pictures down, you'll see them finalizing some units with some cabinets installed. So just want to kind of highlight the program is just successfully moving along. Gd has been a stagnant piece for us for a year and a half, but none of them have a great partnership. It's just really just moving forward successfully at great pace. Thank you.
Question, I'm
curious as far as the construction training program and then their on site experience are are we? Are we creating space for general contractors and contractors to be exposed to these youth such as they could offer them, you know, jobs to continue on the path of a career in construction?
Yeah, absolutely. So trying to exigify that, last month we had a month shark tape program that took place and and the gentleman that put that on, he's part of his organization is called success, and he actually does the professional development for our students. And so he decided to put that on. He has an actual general contractors come out. And they did sign, they did even information of the youth, because they told them they were about to
hide. Great. Then you get on award from the city of Detroit too for the Envision.
So much. Yeah, right,
but yeah. So we did receive an award from the city of Detroit for being tech hub. So our Envision Center is considered a tech hub. We actually have a program that we run from HUD called for entrepreneurship, and then with that includes technology. So we do tech hubs on Tuesdays, on Fridays. Comcast is involved in that games with computers, and then we have training for seniors and everybody for
Thank you. Ms white, so the second informational item is accounts receivable, but I think we've gone through that at great length with the first agenda item today. So if which is alright, I'm going to move on to departmental monthly reports just in in light of time, feel if you got something new to add that hasn't been added during this part of the meeting, feel free to go forward. Otherwise, I'll call on you. You can. You don't have to. You don't have to share anything. So for the executive office, I would just highlight, obviously, the presentation of the budget today, and the highlight about receiving the the approval of council to accept the 343 million of which we're getting About 10% for our our capital needs and developments. Yeah, that's no it. Hopefully we'll be able to applaud when we're breaking ground over at at Sheridan, or making some moves that are other development. So then I just anything you want to add. Just presented the budget I was usually thinking
for. Presented the budget. I was usually thank you for the board for approving it, and everybody who tirelessly need us. That's it. They are. Was already talked about. So nothing was major.
So then I'd go to tower, anything you want to add? Do you report? Briefly,
I'm so excited Good morning to fall and keep a brief on the thing that I would highlight that are not in this pack in front of you, but single family, scattered sites. We are, gosh, very with us today, working really hard to roll out strategy that addresses our vacant buildings, but then also our occupied benefit type structures. And so we put in a grant to rock Community Fund for some dollars to support a grant application this evening, for some dollars to support those efforts, particularly the transition of tenants to home ownership, and then paying for any sort of repairs to fire to get buildings updates US savings. So I'm excited about that. I think we expect to hear something that rock haven't had, and what I thought was that one two weeks ago. And so we expect, hopefully to get some your next steps there. I'd also want to highlight our protester on the CDBG, dr, so we are working really closely with the city to start to implement a really thorough plan of exactly how we would spend on $33 million to make sure that we think it was a six year month spending requirement. So just making sure that we're beginning to track, you know, all the expenditures associated with those grants, and obviously, too, which I would be.
And then I'll touch on
earlier with the self development. I'm really excited for the upcoming months to be able to present to you all and start our development plans that I'd like to propose once we go back to the drain and executives, just to make sure we gather kind of blessing, for example, if it's not the next board meeting, perhaps July would like to use like an informational session to pull out a development presentation that Greg and I are working on that really forecast where the development department is headed over the next probably five years, but just our plans for repositioning the entire portfolio, and then really getting into the more detail about the first phase. So what you're what you have in front of you, outlined. I did want to point out that the difference in the plan ended up coming our piece from the last time I presented to you, people got Smith homes in the first batch of three, Smith Homes has since been Facebook shared one because of the more immediate news that we're seeing at sharing. So we'll figure out a way to capture what, gosh, Michael and team are having to do with all of the new required, immediate repairs that share. And if there's any way that we can roll what they're doing into our CDG allocation and be able to capture any, any amount of those dollars to our underwriting, we're looking to see how we can do that. And then we are also putting together, which I will be prepared to present it to you all next month, a very clear schedule for how we are rolling out development projects based on live tech money allocation round, making sure that we're not analyzing our own deals. And so we're really excited about that. So sharing things the first RPB release from targeting June, that'll be the street. We have since began soliciting quotes for cultural engineers, ame firms, just so we have a baseline understanding of the needs on the site before we enter into any sort of COVID, right? It should be on certain certain level of information, on the understanding exactly what sites my my thought there, and I'll wrap up there, trying to keep trying to get through this with you. But to Richard's point earlier, board, board, chair, sorry. Oh, we really been looking into this, the idea of self development. So particularly with Sheridan, want to learn some language within the RFP that allows DHC with flexibility to maybe come develop your own building with someone, but then use that partner to consult in the second program. So really starting to put the infrastructure in place for DHC to be able to self development, and part of the development presentation that I mentioned earlier will have build on some of the work that I read and provide joy to show you know what exactly is leading within the organizational structure. So I can stop there answer any questions. Probably keep going,
Oh, I might say, Miss Williams. We're Mr. Williams, excited to kind of have a brainstorming session with you about about Sheridan as well.
Yeah. So I think to that point, the only thing I would ask that within the presentation, the development presentation, and they even have in the in the back of packet, like sample schedule, but we want to make sure, before we roll rolling out any our community communications plan, so making sure that we are communicating so This development reason, which will have been presented to our executive leadership, our staff, both Union and non union, and cup to you all, so that everyone is on the same page and probably something you know what our priority projects are, how we're communicating things publicly, and you know which the next steps are. But so, like I said, before June 28 I believe is the target date of the RFP, a series of meetings will have taken place with state, all, all stakeholders.
Alright, so thanks very much. Tower. Anything you want to add, I don't think it's too much to add and rental assistance, but if you want to add anything. Felicia, feel
free. Michael, quick update. This goes along with the resolutions that avoided. What I was going to present to you was the Harriet Tubman and State Fair renovation, lot of renovations for security system, through negotiations and value engineering, we were able to lower that under the threshold. So that's why we were able to exploit
those issues. So
I just wanted to share that other that, okay,
great, well again every time we got to celebrate cost savings. So
then
I'm unique on behalf of OGC, anything you want to add or there's
nothing we're were able
to set a litigation matter for various diploma.
Say, excellent, and again, that's included in your report, right? Thanks very much. HR, we had a pretty robust agenda today, so anyone had
just over 25
employee engagement survey, so we'll be reviewing the results of that another action,
yes, thank you for sharing that that was a important step that was taken. Thank you, shark. Anything you want to add, or just for it,
with being some new implementation on your side, with deployment stated for the vendor sheet and the marketplace that will help keep the vendor
and it will help. Great. Thank
you very much. So then just wanted to agree.
We spoke about it last month. We slowly to surely back to the community department. I just wanted to introduce secondary commands. Amanda Corley, she's actually the compliance officer on the road. I just wanted to give her the spotlight to bring it here and see if she wanted to save a couple more give
us a little bit about that.
Amanda, I came from GSA. I was a contract specialist there. Recently, I just got my contracting license. So I was able to execute a little $250,000 for the government. I'm super excited to be here. A lot less stressful now, ready to do all the work less I didn't say, none. You're new. You're
slow currently. To her,
right?
So I think we had a good update from Resident services. Thanks very much. Welcome aboard. And school is here, all right, so I think we're now. It's now time for general public comment so we can play this.
Kevin, sorry, no problem.
Are there again? Some quick question. So on the cover page, on our dashboard, on our occupancy and rent collection metrics. We've got targets at 100 but we're we built a budget at 85 to 15, right?
This is internal for us, but we want to be 100% compliant. This has been on here since the KPR indicators hub requires us to be 95% but we're tracking and asking the staff to look for 100%
Felicia team did 99.7%
now they're down to tonight. You know, I think going in now 97 which is still in HUD's compliance. But internally, we heard the board say, be amazing. And so these are what amazing stands, stands like looks like. But internally, you know, we we definitely champion and when we said we want to be 100% we pushing that, but we also let everybody know what compliance is, so it's not an error. It's on purpose. Is to be amazing. This is what we
need to do. Then on the bottom two Cafe involvements, right? Those look like we're dropping off on our pace there sort of last six month pace, maybe 6.75 years before we hit that target. And on the on the HCV, it'd be three years on the six month average. It would be 23 years on the three month
average. So really, we're trying to move from paper to the cloud, right? And that's what these are internal that we wanted, in order to sustain this commission, to be amazing and go for and I hear what you're saying is taking long. So as new admissions come in, they are required to go through on the LAPD side, required to go through yard. And so some of our existing residents were through the recertification process, trying to drive that with everything that's going on. You know, we're trying to not be so aggressive. But for the new individuals that's coming in on a li pH program, it's a requirement. You have to sign up in your bro.
But we're not dealing with the backlog until they hit right. And as
you can see when we talk about is 527
you know, 524, in 2024
525, and 2024 those were probably the existing individuals when the wait list was open. In 2020 you know. And some people don't want, and you're going to have a population because we service a lot of elderly individuals who may not have calls or computers. But as you can see, progressively what we see glass half full, we've increased over a couple 100, and we just opened the new wait list. So these are active individuals who are on our program. But what you don't see on the back end is that we have over 5000 people who have registered and on online now, and so once they become a member of our family officially, then that number is going to grow like exponentially, yeah.
Then on this next page to start outstanding as we run through those very quickly, we
sure can So Harriet Tubman cleaning, we kind of have got quotes. It was 40,000 a piece for both Harriet Tubman and State Fair, we're looking at facade right now and trying to just do some facade repairs and other things. So I'm not sure if this is we got June 30, 2025 I think from a funding perspective, we might need to reengage the money into something else. Okay, so, and that's the facade, you know, making sure that the brick and mortar work that needs to be done should be done first. But we start spraying water up there, okay? And so we would probably would like to postpone this until and we look at this next year. Okay. As far as the director's insurance, we met with legal in our insurance company last week, and they are going back to look at, can we have policies that go across our legal entities, that cover all our directors, or do we have to have separate, independent policies? So that is moving. I want to thank Ron for that on the legal team, I was able to sit in briefly on that. So it's that's forthcoming, the efficiency detail for the sojo doors, I am happy to say. And Michael, you might want to give an update that for sojo, you have contracts. This humble board approved it, and we said we're going to come back to you in 2026 once they're implemented. So we're hoping June, July, they'll be on site and implement it, and then we're, we're
waiting for a delivery date, and then we'll have a kickoff meeting and strategize, you know, doing half of the community first, doing the other half community. But yes, we talked about what we're going to do. We're just dying to not be able there, to be here, and we actually have a test door coming in the next couple of days that we're going to take contractor out there, actually, to a front door, just to see kind of drive, yeah, because guesses we have occupied and I talked about units, we're going To have to, you know, do a lot of coordination, notifying residents of when they're coming, get those things taken care of, and try to get them down in the best time frame. So we don't, you know, serve the
population, but I think we got the AR up there already.
Yeah, yeah, we killed things or
events. Probably you should be Yeah,
thanks, right. So think with those comments and questions, we should go to the public comment and then go towards adjourn them. Got it?
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 the number specified on the DHC website andor 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.
This is the opportunity for public
unrelated to the agenda of management comments is limited to three minutes for individuals and five minutes for group representatives to ensure speakers adhere to the timelines.
Thank you. We have any public television.
Good morning.
I'm Kimberly Sanders. I'm the operational manager for friends apartheid. I want to thank you for giving us this time. Friends apart side is a non profit organization starting in 1991 by the residents. For the residents to to promote community and solidarity amongst the resident. Our mission is to build self esteem and development in our youth, offer educational and employment or related resources and enhance the health and well being of the community. Unfortunately, our director, Zachary Rowe cannot be here today, but hopefully he's watching us online since April, DHC meeting, the following activities we have been doing at the villages of Parkside. On behalf of Parkside, our Senior programming has still been going on. We have been doing our weekly bingo which edifies and enhance social, social, communication with our seniors give them an opportunity to get out. Um, they have been having a great time. In conjunction with that, we have our local restaurants that come and provide food for our seniors, so it's a really interactive environment. Um, they also are doing their weekly computer classes. The computer classes offer digital learning, so not just on computer software, but also if they have devices, they can bring their devices in, and we're teaching them how to lose their device. It is amazing to see the older senior come in and be very skeptical, or very reluctant to touch a computer, and then, after a couple of weeks seeing them, they're not only advancing their knowledge, but also helping their neighbors and other residents. And so our policy, and I strongly believe each one teach one, our monthly senior food delivery has still been going forth every third Wednesday of the month, we deliver fresh fruits and vegetables to our seniors due to the success of our floor and painting classes that we had in the winter offered by Wayne County Community College right there in our at our community center inside the offices of Cornell Parkside, the classes were so successful that we're going to start a summer program, or summer classes for the seniors. It's so cool to see them make and develop new things. Um, for our youth, we are doing after school programming, our after school programming assist of homework assistance, but not just homework assistance, we can see where the kids are lacking and give them supplemental education, or supplemental or reinforcing some of those things that they are not being taught. And so also, we're teaching them basic computer training in our computer lab, we have free snacks and dinner provided by forgotten harvest that they can come to the community. So you don't have to be a part of the after school program, but anyone in the community can stop in and have supper and a snack. We are offering weekly cooking classes to our little ones, and it's just amazing to see them enjoy the food and vegetables that they're cooking. So they're learning. Last week they made spaghetti and learning hygiene and cooking. So that was that's been pretty cool. We are now for our Parkside tech hub. We are a certified Detroit certified tech hub. Our community offer classes, Monday, Tuesdays and Thursdays, and sponsored with digitunity and tech goes home. It is our goal that everyone in the villages of Parkside, every resident, every house receive a chrome laptop, and receiving that Chrome laptop, they will also receive a hotspot and a certificate for a month for free internet service. And so we believe that this is going to help divide that digital divide, right, and make sure that our community have the necessity equipment that they need, but also access to internet. We also maintain our partnership with Nest. Nest is our daycare center that's located in the community center. We offer classes for our daycare so they come over to our site, and they're able to use our tech hook. We also been doing AI workshops. We have some special events that's coming up. Our curve ball is for our young people. It kicks off our season. Curve ball is something that was new to me, but it is a sport that it's been generationally passed down within the community. So they're doing a sport that their grandparents and parents taught them, and so we make it fun. It's a big album. Just sound like we're wrapping up. So closing remarks, as always, I want to thank DHC commission and staff for your continued effort and support for enriching lives and developing enriching lives in serving policy affordable housing for low income families. Thank you for your time. Well.
Miss for others.
Hello, everyone. Hello. My name is Cena Rogers. I'm a resident at the village of Parkside, and I'm here today about back rent. They gave me paperwork saying that I owe a lot of money, and they never gave me nothing, saying that I owe rent. They never gave me nothing, saying that I owe late rent. They just gave me a bill, which I have to sign some papers by May the 26th um, they gave me a bill, and I don't. I don't supposed to pay this much. I know I supposed to pay something, but they don't have the right amount, and I do not know what to do, because they don't have the right amount, and I've been trying to ask them to get the right amount, and they haven't reached out back to me, and I reached out to them in January, and I told him I wasn't working. She didn't give me no paperwork to sign, saying that you not working, no more. She just gave me another paper saying that I already more read and I went in, and I haven't been working since December, and I still have the O rings right now to this day, and I don't have a job right now, and it gave me paperwork saying that I already and didn't show me how. So I'm asking for your help today with background.
So thank you very much for bringing this to us. So that you're about to eat our first solution,
have you talked to your property manager in the last week?
Yes, I just went yesterday,
and what did they say? They
told me to come down to this office and talk to someone. Then this office told me to go talk to back to them. And then last night, I had a chance to speak with mister Calvin Miller.
Okay, last thing sound familiar, but okay, go ahead. Okay,
so if you're talking to Calvin Williams, you're talking to our leader on this matter, so hopefully you'll get it that adjudicated with him,
and then we'll, we'll get notified of the resolution and the details and what fell between the cracks and what happened as a as a board, right?
And it's not just me. This is mostly everyone that living at the village of park side.
I think that's that's why it becomes a board matter, right? Because, you know, if, if we're failing enough execution of our policies, then we want to know. And so this can have a case example, understand what happened, what was the resolution? What were all the facts surrounding it? And so that you guys can drill down and figure out, Is there a problem that needs to be resolved, not just this case that needs to be resolved. Okay,
anything you want to add Kelvin. I do
remember speaking with Miss Rogers yesterday. I do know resident at markside for about 12 years.
Yeah, for about 12 years.
13 years
there. I looked at the ledger yesterday. There's a slight discrepancy, because when she initially moved in, we weren't using Yari, and then when we converted over to yard they just move the balance over to yardie. So I can only see from 2013 they didn't from that start until like September 2024 I did advise that she speak with the office to see about completing any type of certifications, to bring it up to date. Because if there's anything that is past due. Once it is completed and approved in the system, the ledger is going to automatically update, and if it doesn't, then it'll be easier for accounting to make those corrections based on what her rent is. So I don't have the file here. We don't have the files here,
but I would, I mean, my next question would be, then, did you speak with
the management there at
Parkside.
Yes, I spoke with someone at Parkside after you and I spoke, oh, no, I'm coming into
nationals. Okay, okay, okay. We spoke last month. I
got, I know, I know it's kind of late, um, but I would definitely say, don't mind you contact the week, but you definitely, because they have a file there, they have more information there than I do here. I can look online, as I'm doing now, but again, they actually have
a file, right? But in flushing out the system to see if the system has a problem, right? Then we would love for you to follow up and find out what's going on. Do they have her files? Is there a problem? Why that person is not coming back and and why anyone's ever going in a circle exactly follow through the whole process so that we find out where the problem is in the system and fix and so and then report back to the board. All right. So I understand that if you don't have a file that you can't do it, but if someone's going in a circle, they've already taken too much time. They've already taken too much time. And so now we flush through the system and walk it all along every single path so that we know what's wrong right internally, and fix that so that anyone who can find doesn't have this problem. And so, so So I get it, you don't have the files, but now somebody's got to walk it through, and that person has to be at the top, yeah, so that they have the authority to demand a fix for any problem they find. Absolutely thank you. That's it. Great. Thank you. Thank you.
Hey everyone. My
name is Shaden, um, I'm speaking on behalf of my mother, because I was there time when I went down there, but when we went back, when we went down there back in January, about her rent, they didn't. They said they don't have no records from before September. So my thing is, without them having any records, how can they determine what she offers? On top of that, from September to December, when you receive that letter, they never came if they took over in September and her they say that she already, she never knew she had it right in September, October, November, December, instead of sending a bill in December, why did they come to October? Put an error on the board? Your rent is late, it's how much you owe. Normally, you know, agency will let you know, or call you let you know, okay, you owe this rent. Instead, they hit her with a bill. That's like, a hardship on families. People got kids, people you know got livelihood, sending them a letter and saying, if you don't pay or sign it by a certain date, you facing eviction. That's like, you know, that's like, mentally, you know, frustration. So then comes, may she get another letter older than 5200 which she let her know I don't work. I haven't been working. And when I was working, I was working 12 hours. But that was something for them to get straight. When she turned down her chest ups, they should have interpreted her research. They should have sent her something saying what it's called tenant itemized. She showing, okay, you work here. This, how much money you wait make. This show standard deduction. This show child credit, deduction. Okay, this, how much we take it out for utilities, not. It's the portion that you pay. It's the portion that we pay. And she supposed to sign it and get it back. They couldn't even find it. They said they never get everyone. So at that point, she don't have no work. So how can she How Can y'all keep adding and building building when you can't, you say you don't have nothing to do with it. When she went down there yesterday, we went down there, we don't have nothing to do with this. You need to talk to them here. Go to sheep here. Go to
them. Okay, so you're here today. Who is humanity? I'm not sure, but you know, we want to investigate on profession. We're going to do an internal investigation. We're going to talk to you right after, get your information, and we're going to follow up and get to the bottom of this. Rest assured, it'll be okay. Okay? And we're gonna find, yeah, we're gonna follow her protocol. We're gonna discuss, look over your information based upon the HUD protocol rules, and also understand who you spoke with. And then we'll give a follow back up to the
board right? She want to know what job they use, and what income they using, and then
you so we'll talk to you afterward. We'll get your paperwork, because we don't
go times to and
so yeah, so I just walk
in this whole process with you to find out what's wrong with the process, not just what's wrong with your case, so I'll
say something else. So
makes you know, certainly we expect them to report back. But if this isn't a process that is walked through with you so that there's no more of this frustration, there's just understanding, please let us know. Okay, so we're
gonna need your information, so Calvin, can you take that information your daughter? Yeah, I have come on out. I'll get it real quick on the way. I'll get it as well, and we'll take it and we'll look at it. Thank you so
much. Thank you.
I know you guys have, we have a call with HUD. We have keep going with I mean, go ahead, feel free, because all we're doing is wrapping up
here. Thanks. I
make communication with sharay right now. Too Perfect.
Thank you. I'm sure
Miss G I
please feel free to unmute and speak. Are
you unmuted? But we can't hear you yet? Feel free to start whenever you're ready
for resident Council and from friends from the villages of Parkside, as you have already heard, we have having an issue with our resident been sent out invoices stating that they owe rent or back payment that they do or don't they do not owe and have really caused issues within the community, and the residents are upset and unafraid of the threat of being put out evicted, because if they don't turn the sign in to sign information, agreement, payment plan, that is more than even what their rent is, that they're going to send another 30 day eviction notice. Um, and according to what I understand, we told them to get their paperwork together. But according to what I understand, according to with your a cop, is that it's on continental to have at least three years worth of our information, Reno what we don't have already paid out is there now, according to what I understand, this and looking like they don't have it, because they go in and tell them to come see you, to come down and talk to you. And I think this is really we come too far.
You know, we are, you know, we don't want to be evicted
because of this, something that don't have anything to do with us. It's not our fault based on what they're stating to the residents, I think it's really unfair for them to do this to us and now this stage in the game, because some of you know, we have I'm just frustrated about the whole thing. I'm just going to be honest about it. I'm frustrated about the whole thing and how they're doing it and what's being done and sending us down to you. We're playing that back and forth game, and residents are really upset about it. I'm upset about it, and I just want to, I'm going to send an email to the board. Concerning is it also we can set up a meeting to have a conversation with you about this situation here the village of the Parkside. I really would appreciate it. Thank you.
Thank you. Thank you. Thank you for bringing this to us. We will be looking for resolution on this, and a big part of that resolution will be not just getting everyone feels straight, but helping them understand what went wrong. And so I would expect that as a member of President Council, that and and helping them represented and the residents and past messages that that Miss joy will be good in that process of getting understanding of what's going wrong and and then we use as a case example to search all our other properties that make sure that there's nothing else falling through The cracks, such that people, on top of their daily lives, have to have this frustration of someone said, Go back over there. No, you go back over there. No, we go over there. We find out where the information is missing, and we find out where we are dropping the ball, and then we fix it 100%
I would expect, certainly the resident councils, to be
included in this understanding, so that, so that, just that this message has gotten away out there, how badly we're driving the ball, that this message gets out there, that we are fixing
this absolutely Miss Goodwin. Thank you for calling in. I'm happy to talk to you, other members of your council, and even if, if necessary, to have a community meeting to talk about it, I'm I share your surprise that you couldn't get answers on site, but you'll get answers for you and and bring them out there. Okay,
thank you so much. I appreciate it, but I will be sending the email to you,
please. 100% Yeah. Thank
you so much, because I really want this to be rectified. Because the residents are really upset, I'm upset as well. I really am. We appreciate you
coming to us, and we look forward to hearing back from you how the process went and reconciled us. Okay.
Thank you so much for your time. Have a great afternoon. You too. Thank you.
Next guest is
Brandy. Brandy Dotson, feel free to unmute,
hello, hello, hi. I'm
having the same problem. My name is Brandy doxby. I live at the village of the park by. I've been there for 13 years. Um, I never, you know, been late on my rent. I never had no problems. I had the same problem before. Um, I put in at the end of last month because I'm in the process of moving. Um, I noticed when I put the paper in and told them, you know, I'm giving my 30 day notice or whatever, because I'm in the process of purchasing a home, I noticed I received a letter. I went up there, I talked to management personally. She was telling me, oh, you're missing. Look like a December payment. So I get my money orders from my bank. I say I have proof that I don't owe anything. So she said, Okay, I'll get back with you. Now, this been two weeks ago, so she told me, I went back. Spoke with her again. No one contacted me back, so I was told to come down there to the Housing Commission to discuss it with you guys, but I was letting her know, like, hey, we'll be vacating. I gave my notice everything. Nobody contacted me back, and then I was told, Oh, well, maybe it's late fees. I never received the paper that I owe late fees or anything, and I worked, so I was told to continue paying my rent, but the information that they have on my paperwork is, well, I get paid every two weeks. They got the wrong payment. They got. I paid 444, I paid 643, so where they getting these figures from? I don't understand where they're coming from, so I'm lost. And I was told to sign this paperwork by June 1 and agree to pay something that I know I don't owe. And I have all my receipts from when I first moved there. I've been there for 13 years, and I have all my receipts. I'm not understanding. I went talk to management. I keep communicating with her. I'm not getting any feedback from no one. It's like if I'm in the dark with stuff, and then, like everybody else said, We got letters saying that we will be evicted. I'm not understanding. Like nobody is she never called me back and the first thing I was told was go to you guys instead of going to management. But I've been given a run around. I'm like, I'm at this point. It's like, Miss Joyce said it's really irritating and frustrating. It's
not acceptable. I think you've heard other people on this panel tell you the same we're gonna I'm going to investigate it immediately. Okay, have a meeting out there at villagers parks. I had to clarify it. We will. This is something's been done wrong, and it's a systematic problem, and we're going to fix it, and we'll report back to the board what the what the resolution was, after we get it resolved with you.
Okay, yeah, because when I spoke to management, I told her, I said, I have my paper. Oh, I don't need to see that. And, yeah, I just wanted to clarify, because I've been calling asking to speak with her again. I would even want to, like, come to you guys on my lunch break, and they now, all of a sudden, she's not available. She's not available. She'll give me the call back,
folks, they will be available now. They get the target longer than you need to so so they will be available and will be reconciled. And we look forward to hearing from you as well about how the reconciliation Yes, because this is a major meltdown of people that we have been celebrating their successes along this path and looking forward to great work from and we need to understand everything that went wrong, yup, and everything that was done to fix it so that this never happens again.
Absolutely.
So thank you very much for coming to us, and we're sorry that you had to take time out of your day to do so, because the system broke down so bad.
Thank you all so much for listening. I appreciate it, and I most definitely keep you guys updated.
Thank you very much. You're welcome. Richie,
um, first of firefighter would like to be included. We are planning to have a community
meeting next
Wednesday, that's our regular community that
may so that may be subject to whatever confidentiality there is between the housing commission. So I cannot promise you that you guys will be able to host part of that process at all. But you know you are always looking to be here when you when you hear but when you hear back through the board, then you'll certainly be updated as to how that process went. But we always are are conscientious of the tenants right to privacy, and so including third parties who are not residents, in any resident process is always something that we're going to be very reticent to me, but, but we welcome you to come back and hear what the board hears. Okay, we do.
We can assist in several residents in this process. It has it happened over the last month or so?
Yep, alright, thanks.
You have one more
under health. Mayor.
Thank. You. Health Fair, feel free to
Hi all. I'm sorry. Can everyone hear me? Yeah, absolutely great. Hi all. Zachary rose exactly director for the friends apart side, friends Park side was started by residents. For residents, I would like to thank Kimberly for doing the monthly updates, as well as thank the residents. Miss Rogers and enjoy and brandy for definitely bringing the bringing the issue of the background to the commissioners attention, like Kimberly said earlier, you know, we have been getting bombarded as well with that issue. In fact, we develop and passed out a action alert to residents, you know, just trying to calm their fears, telling them to, don't panic in that. You know, they have documentation to start gathering documentation, those kinds of things. Excuse me. And so I was strongly encouraged by chairperson Hosley and the entire commissioners
approach to getting to the issue.
And I look forward to just making sure that this issue, you know, is resolved. You know, I think part of the issue, my understanding, is that, yeah, well, I'm not going to, I'm not going to share what, what I thought I heard the problem was. But I'm just glad that the that the board is going to be looking into it. And thank you for that you do to you know, to make things better for residents. Thank you. Thank you here.
Thank you very much. So with that, we'll close zero public comments. Any Commissioner comments.
I'll save my Sojourner Truth experience for another day.
It's not very positive. Oh, well, maybe we should do a gentleman.
Well, we'll, we'll have a follow up later, and then you can make sure that they know and and drill down, yeah, and so it's uh
so thank you. Any other Commissioner comments,
any other staff comments?
Hearing, none. I call for motion adjourn. So
move support.
All in favor. Aye. Thank you. We are adjourned. You.
Maybe the renovation had a little choice some of the issues
