As we approach the end of this year and take stock of the many accomplishments and opportunities that have touched our community, increasing health and connection.

We commend today's deliberations to a spirit of wisdom and of hope.

So that as we continue to move into the future, those needs of Marion County, its residents, our care providers may be met in ways that allow us to truly and to carefully provide for the needs of those to whom our care is offered.

Amen.

Thank you, Bishop Rob.

Appreciate that.

I'll do a uh a roll call.

Um Vice Chairperson Drummer present.

Uh Trustee Du Set.

Present.

Trustee Dr.

Fish.

Present.

Trustee Hannafi.

Present.

Trustee Horn.

Present.

Trustee O'Brien.

Present.

Very good.

And uh I'm trustee Lazard uh chairing the meeting.

Uh with that, uh, is there a motion to approve the uh con consent agenda?

So moved.

It's been moved by tr uh chairperson, vice chairperson drummer.

There's a second by trustee du set.

All in uh I'll do a roll call vote.

Uh uh Vice Chairperson Drummer.

Yes, Trustee Du Set.

Yes, Trustee Dr.

Fish.

Yes.

Trustee Hannafee.

Yes.

Trustee Horn.

Yes.

Trustee O'Brien.

Yes.

Trustee Lozard votes yes.

Uh motion passes unanimously.

Brings us to uh item number five on our agenda.

The uh the and I'll introduce uh uh pink uh this our uh vice president of facility services and real estate to uh uh to to uh tell us what we're gonna be talking about here.

Hi, good afternoon, bought a trustee.

So um I'm here to present a summary of the bid um number 0925 on behalf of the Health and Hospital Corporation.

We have concluded a bid process to seek a prime um contractor for the renovation of a an SRC um facility and maintenance building located at 3999 Millers Ru Road.

Um, this building is owned by Health and Hospital and is um in need of improvement due to a significant significant growth in the department.

Um the building is approximately 9900 square foot with about 3,000 square foot in um the office area up front.

So um the back of it is actually a warehouse, so we're gonna be upgrading the lighting in the back and then in the front, um, which will be the majority of the renovation work.

So we will be upgrading um an MVP system and then um the new condition and heating unit um and then technology that will go with that.

Um we advertised a bid part of public bid statue um through the HSC website and Miss State Minority Supplier Development Council, Indianapolis Recorder, IBJ Indistar, City of Indianapolis Office of Minority and Women Business Development, and all the bids documents also issue through Riprographic and e-plan rooms as well.

So as a result, we have 16 prime bidders and 19 subcontractors from a different company um attended our mandatory site walk and pre-bid meeting.

We issue an addendum to answer all the questions from the bidder.

The SEO bids were received from nine prime contractors as we include it on a package for your review.

The bid were open publicly, and we receive um the review from the team of supplier diversity facilities, real estate finance weekle and purchasing team for completeness and responsiveness of the bids.

Powers and sun construction was filed to be the presumptive winner on this work.

Um supplier diversity goal for this project were listed as 15% MBE, 8% WBE, 3% of VBE, and 1% DOBE asset goal.

So two prime contractors did not respond with the diversity participation plan, the out of seven did.

Um, with this, we respectfully request um the for the approval from the board um to enter into a contract with powers and sun construction company, as they are the most responsive and responsible bidder for this project.

The contract amount for this work is going to be $774,000 even.

I have both the rector of purchasing and also director of supplier diversity with me here with questions.

Yes.

Thank you.

And so before we get into questions and discussion, I'd like to uh ask for a motion to authorize the staff to enter into this uh contract.

Is there a motion?

So moved.

Trustee DuSet.

Is there a second?

It's been seconded by Trustee Horn.

Are there any questions for our vice president of facilities and uh services and real estate or any of the members uh that she introduced uh with regard to this particular uh RFP?

Just have one really quick question.

So I looked at the the numbers and they are the lowest.

Um outside of them being the most responsive.

Is there a like a large discrepancy in them being the lowest bidder as far as that is there a timeline decreased?

What like what makes them the lowest and also the best?

And because we know the lowest isn't usually always the best option.

Just a little bit more insight would be great.

Yeah, and when you look at the bid across the board, um, in our opinion, um, it's not a huge number difference.

Um, and disappeared is very interesting to us because we have a lot of participation.

I think because of the size is not a very big project and it's not in a main hospital by any means, right?

This is basically a warehouse and office work.

So we were pretty happy to see that we have a lot of smaller company willing to bid, even powers and sign their big company, but they have they have not done direct work with us at all.

They always venture with a bigger company, even.

So I understand the lowest is not always the greatest, but we confident with the amount of work that we have already partnered with them on a different different project in a different capacity that they would be able to do this.

Um the time life for the project is six months.

So we didn't use that time lie as a decision factor.

So on the big document, is this say that we want the project to be done in six months?

Are they okay with that timeline?

And if the answer is yes, that was one of the questions on the bid.

So, yeah.

You're welcome.

Any further questions?

Um, I'll ask for a roll call vote on the uh on the motion.

Um vice chair person drummer, yes.

Trustee DuSett.

Yes, trustee Dr.

Fish.

Yes.

Trustee Hannafee.

Yes.

Trustee Horn.

Yes.

Trustee O'Brien.

Yes.

And Trustee Lazard votes yes.

The motion passes 7-0.

Thank you.

Uh that brings us to the request uh for proposals for software as a service.

And uh I I uh will be introducing uh uh Karen Hawley, the director of operations, uh, along with a few others.

Uh but before we do that, I'd like to have a motion uh to uh uh to have the staff enter into this contract.

Is there a uh is there a motion to enter into the uh uh proposal for uh software as a service?

So move.

It's been moved by by Vice Chairperson Drummer.

Is there a second?

Second.

It's been seconded by trustee Du Set.

Uh so uh Karen, I'll uh we're oh on this side.

Very good.

I'll let you uh I'll let you introduce the topic.

Dr.

Dan O'Donnell's C, so I won't stay long.

Good afternoon.

The Mary County Public Health Department currently houses the medical and dental records in the same electronic medical record system.

We are currently upgrading the electronic medical record system, and that vendor does not meet the operational and clinical needs of the dental health department.

This shortcoming resulted in prompting of the issuance of an RFP for a dedicated dental documentation solution.

The goal is to implement a modern, efficient, and integrated system that ensures regulatory compliance, supports clinical and administrative workflows for the dental health program, including but not limited to registration and scheduling, dental patient charting, real-time eligibility, e-prescribed, imaging integration, dental billing, and insurance processing.

Pursuant to the Indiana Code 5-3-1-2.

The RFP was advertised and shared directly to a list of targeted vendors.

Despite these efforts, no responses were received by the submission deadline.

To continue the procurement process, four interviews were conducted with vendors recommended through both the procurement and dental professional networks.

Following those discussions, two vendors were disqualified, and two final vendors were invited to additional interviews to clarify functionality.

HHC's purchasing made a good faith effort to include certified local traditionally underutilized businesses in this RFP.

By publicly posting the solicitation and directly contacting certified software firms.

Due to the specialized nature of the RFP, few providers existed.

Only one respondent included subcontracting spin with a certified local diverse spend vendor.

While the recommended awardee does not meet HHC's participation goals, it offered the best overall solution to the RFP.

HHC's director of supplier engagement and economic impact participated in the RFP process, reinforce HHC's goals to respondents, assisted in finding diverse suppliers for the solicitation and attested to the good faith effort outreach to certified local, traditional, and underutilized businesses.

To enhance engagement and to ensure effective execution, HHC will outsource project management for this initiative by partnering with a local diverse vendor to facilitate project implementation.

So based on the RFP process, the analysis shared with the board, and in compliance with HHC's purchasing policy, Dental Health respectfully requested the board's approval to move forward with the procurement and implementation of the dental practice management software solution hosted by eClinical Works, the most responsive and responsible vendor with a not to exceed amount of $380,000.

The eClinical Works platform will streamline dental health clinical operations and improve compliance and consistency across the various ways dental health serves its patients.

And I have Dr.

Stewart with me if there are any questions.

Are there any questions from the board?

We'd love to have you talk if you'd like, but uh I don't think anybody has any questions, and thank you for being here.

Um with that, I'll uh do a roll call vote.

Uh uh again vote yes uh uh if you approve, vote no if you if you don't if you don't approve.

Um vice chairperson drummer, yes.

Trustee Du Set, yes, trustee Dr.

Fish, yes, trustee Hannafee, yes, trustee Horn, yes, trustee O'Brien, yes, trustee Lazard vote yes.

So the uh motion passes 70.

Thank you for being here and thank you for presenting.

Um that takes us to the uh next item of business, which is the uh the request for grants management uh software, and I would uh I will be introducing uh our uh vice president of grants uh health and hospital Jennifer Moorhead Farmer before I do that.

I would like to ask the uh if there is a motion to uh to for to authorize the staff to enter into this contract.

So moved.

It's been moved by Vice Chair Person Drummer.

Is there a second?

Second, seconded by uh trustee Hannafi.

Uh, and so I will turn it over to uh our vice president uh Jennifer Moorhead Farmer to uh explain the uh the grants management process.

The and I should mention that by the way, this was presented uh to the audit finance compliance committee, and the committee did recommend moving this forward to the board uh unanimously to uh to approve.

Um I will remind the board that we brought this up a couple years in a row that we were going to be bringing it forward, and it was in our goals.

Um we have been working diligently to put together system requirements and functional requirements.

We've involved um the CIS and CIO and we have involved finance and the grants team purchasing, so we've tried to make sure and diverse spend group.

Um we've tried to make sure that we have everybody included and that we have vetted everything.

This system would allow the grants department to be more efficient, um, have more or less errors.

We hope that our information is accurate now, but obviously not having a bunch of Excel spreadsheets and manually entering everything would help us be more accurate.

So this would be uh something that would improve our decision making and do um real-time data reporting.

We also are hoping to use the data warehouse, we'll push data to the data warehouse and pull data from the data warehouse.

So our hope is to be able to report out of the data warehouse.

Um I have the director of purchasing here, Scott Morris is kindly helped us with the diverse spend for project management.

And um Belicia is sitting across the way from us, so I don't know if there are any additional questions on the project.

Are there any questions or comments from the board with regard to the um the accepting the uh results for the uh RFP on the uh grants management software?

Just one quick question.

Is the integration um included in this cost to move from your current situation to moving all of your information into the new grant system?

So we currently don't have a system, but we did ask for all those Excel spreadsheets that we have, the data that we want to have in the system to be moved to the system.

So yes, that's what that cost is included because I know it's included.

That's a huge undertaking.

Yep, yes.

Okay, thank you.

And I did not want to spend my time doing that.

I understand.

Are there any other questions or comments?

I would just like to thank you for including the uh information that while you're purchasing national type software, uh, you you have included an additional amount in in in the process to have it implemented, and you're going to be uh looking to do that with diverse uh uh uh providers to and that is thanks to Scott Morris who had names of individuals we could use.

Thank you.

With that, uh I'll do a roll call vote uh with regard to the uh again yes and it if you approve and no if you disapprove.

Uh Vice Chairperson Drummer, yes, trustee Du Set, yes, Trustee Dr.

Fish, yes, Trustee Hannafee, yes, trustee Horn, yes, trustee O'Brien, yes, trustee Lazard votes yes.

The motion carries uh seven zero, which slide down on my screen here, um brings us to the uh uh resolution uh six-2025, the uh review of the uh annual investment policy, and uh I'm going to be in introducing uh our uh interim CFO and assistant treasurer James Simpson, but before that I would ask if there is a motion uh by the board to approve the the uh uh the the resolution so moved it's been moved by trustee horn.

Is there a second?

It's been seconded by Dr.

Trustee Dr.

Fish.

Uh and with that, um Mr.

Simpson, I'll let you take it over.

Thank you, Chairman Lazar.

And I would also uh just echo similar to the grants RFP, this resolution was presented to the audit finance and compliance committee this morning.

You know, they did they did vote to move it to the full board for uh approval.

So resolution six-2025 is the annual review of investment policy.

This resolution completes the annual review requirement in section 10 titled review of our current investment policy, which was approved by this board in March of 2023 on resolution 5-2023.

The investment policy expires four years after the adoption or in 2027.

So we presented this resolution to the autofincing committee meeting this morning, and we informed the committee that we are suggesting no changes to the investment policy after review by both internal and external counsel.

The committee did propose one small edit to the final whereas to insert um or designee after treasurer, and we've made that change and it's reflected in the resolution that's on board effect.

So we thank the the committee for that change.

And the committee voted unanimously to move this resolution to the full board.

As a reminder, our investment policy follows the four following objectives in priority order: legality, safety, liquidity, and then yield.

So there's no questions that would are there any questions for Mr.

Simpson.

Does not appear to be any.

I'll do we'll do a roll call vote again.

Yes to approve the resolution, no to uh to not approve.

Vice Chairperson Drummer, yes, trustee Du set, yes, trustee Dr.

Fish, yes, trustee Hannafee, yes, trustee Horn, yes, trustee O'Brien, yes, and Trustee Lazard votes yes.

So the motion passes 70, which brings us to the next resolution, which is resolution number seven-2025, which was recommended by the long-term care committee for approval by the board.

Uh and uh before I introduce uh our CEO this is the acquisition.

Ah, I jumped one.

Sorry.

Uh uh the uh sorry, seven uh 2025 is the acquisition of real property.

Thank you for the correction.

Um so I'll ask for a uh a motion to approve so moved.

It's been moved by Vice Chairperson Drummer.

Is there a second?

Second, seconded by uh trustee Hannafee.

So I'll let you continue, Mr.

Babcock.

Thank you, Mr.

Chair, members of the board.

Um this resolution allows the corporation to uh begin negotiations for a piece of property that we discussed um last month in executive session.

You'll notice in the resolution it's relatively vague.

Uh this is a piece of property near 38th in Sherman adjacent to our Forest Manor Clinic.

We currently lease this property um and we have gotten to appraisals and we believe that uh we can negotiate with the current uh landlord to acquire it.

Our goal would be to hopefully uh acquire it and bring uh all proper documentation to the board in January.

Um we had hoped to be able to get that done before the end of the year 2025, just because we could put it on the books for 2025, but we don't believe that would be possible based on what we discussed in the last executive session.

So we'll continue to keep the board uh abreast of those discussions and those possible negotiations.

Um if we get to a number that we think is suitable, we'll obviously bring that back to you in the future.

So with that, I'd ask and appreciate your support for approval.

Thank you.

Are there are there any questions of our uh our CEO?

None appearing.

I will uh ask to we'll do a roll call vote again.

Yes to approve the resolution, no to uh to deny the resolution.

Vice Chairperson Drummer, yes, trustee Dr.

Sett?

Yes, Trustee Dr.

Fish, yes, trustee Hannafee, yes, trustee Horn, yes, Trustee O'Brien, yes, trustee Lazard votes yes, motion passes seven zero.

Now we'll get to the motion that was approved by the long-term care committee.

Um and I again we'll be doing introducing uh uh our CEO Paul Babcock.

Is there a motion to uh uh approve the uh resolution on the extension of long-term care lease agreement?

It's been moved by uh trustee do set.

Is there a second?

Second, it's been seconded by trust uh vice chairperson drummer, and uh again we'll do a roll call.

Uh we'll ask for uh any questions and uh after Mr.

Babcock does a presentation.

Thank you, Mr.

Chair.

Um, I think every member of the board received a copy of the presentation that Mr.

Van Camp did uh this morning, 11 for the long-term care committee.

Um in essence, what we're asking is for the board's approval to enter into negotiations to extend our lease um with Omega as we'd stated Omega is our largest master lease.

Um they have 34 of our facilities and they have the highest quality rating.

We believe that um if we extend this lease um to at least at minimum 10 years, that we'll be able to get some uh negotiation with Omega to for capital investment, and we're also asking uh the board to approve us to negotiate with them to add a facility to the mass release, so it'll be 34 facilities facilities.

Um as I said at the last meeting, uh these facilities actually generate revenue without the UVL.

Um so we feel comfortable continuing the discussions with Omega and continuing to be um partners with them, and we do think because they're high quality level that this uh reflects the values of the Health and Hospital Corporation.

Um so with that I'll answer any other questions.

Are there any questions for our CEO uh Paul Babcock with regard to the uh uh the extension of the lease agreement?

Uh trustee Hannafee.

It did go through the long-term care committee day, and it was approved by the uh committee.

Yes, thank you.

Thank you.

Um other questions appearing.

I'll uh we'll do a roll call vote of to pass the resolution uh number eight-eight twenty-five, the extension of the long-term care lease agreement.

Yes.

Trustee Du Set.

Yes.

Trustee Dr.

Fish.

Yes.

Trustee Hannafee.

Yes.

Trustee Horn.

Yes.

Trustee O'Brien.

Yes.

And trustee Lazard votes yes.

Motion carries for resolution eight-2025 seven zero, which brings us to the uh last of our resolutions for today.

Um, and uh before reintroducing our uh our our president CEO, uh is there a motion to approve the resolution to implement the five-year economic plan.

I would I would move that we table this.

Okay, that can be I move it then.

Sorry, so it's been it's been moved by uh uh trustee Hannafi.

Is there a second second by trustee Horn?

Uh and uh I'll I'll allow our president and CEO to talk about it, and then we can take any further actions that the board would like to take.

Uh so thank you, Mr.

Chair and trustees of the board.

As you've heard me talk probably for the last uh three years about this financial sustainability and strategic plan.

Um so today we bring to you the results of that.

In front of you, you have both the PowerPoint that I'll go over as well as what we're calling the long form document that goes into the details um really really detailed um presentation about what we've what we've bringing forward to you and where we think we're gonna go, which we're calling in essence destination 2030.

Um so I before we get started, I want to thank one, everybody in the HHC for participating in this project.

I know it's been uh challenge both from a scheduling standpoint as well as just getting everyone together and giving everyone on the same page is to get us to row um on the same direction.

I also want to thank Forbus and Mike, Andrew, and Courtney uh for all the time and patience you put in with us.

Um I think this is good we're gonna be a really great presentator plan.

I think it's gonna allow the organization to continue to thrive and provide the essential services that we do so well here in Marion County and throughout the state of Indiana.

Um and so to trustee Hannafee's point, um, I will ask that the board once we get through the presentation, there's no questions that they do entertain a motion to table the resolution until January, which that allows almost two months for any of the board members to ask as many questions as you would like.

Um we are an open book and as much detail as you want.

Um that way everyone knows what you're voting on and what we're going towards and how we're gonna get there.

So, as you'll see in our agenda today, kind of trying to cover four things uh in a relatively quick fashion because this is a 30,000 foot presentation, um, and then the time between now and January is when we can really jump into the details.

Um, we're gonna define the why and the journey to sustainability, understanding where we are, where we must go, together building a sustainable future, and then finally moving from planning to execution.

Um so this slide, while very dense and detailed, it it actually speaks to the the saying that I've always said when people are asking me why do we do this and how do we get here?

Well, we kind of took the opposite approach in this uh strategic planning process.

We started with well, how much money and how much revenue, where are we at financially?

Because if you don't know where you're at financially, no matter what happens, all the great hopes and dreams that you want to achieve achieve actually can't be achieved if you can't afford it.

And so we were able to work in with Forbus over the last year and a half or two years actually, put together a clear and shared understanding of HHC's financial structure and the political and regulatory pressures that are shaping our future.

And so now phase two, which is what we're presenting to the board today, helps us align a strategy around the shared priorities that are that is the organization, but also that are within our means to be able to achieve and accomplish.

We don't want to set ourselves up for failure to where we're coming back to the board and saying, you know, we need to generate more revenue to be able to pay for things that we we can't pay for at the moment.

And so that's kind of where we're at it, uh, and that's what we want the board to discuss and to really understand and see and ask questions and poke holes if need be.

So to get to this process, as I thanked everybody in the corporation for participating.

We had we created a steering committee committee of all the senior leaders across the organization, and then we engaged with about 150 key stakeholders across HHC.

So this wasn't done in a vacuum or just concocted it in the head of myself and five or six other people.

This was a very engaging process.

Um what we learned from that is one the corporation, every division has a shared purpose, but we're a little bit fragmented in our practice.

Two, we kind of have siloed strategy and operations.

And four, there's an opportunity to leverage the fact that each one of our divisions and our entire organization is within the community and as a community is there for the community, which prevents or presents us the opportunity to be even more engaging and to provide even more services to the people that we serve, especially the most vulnerable.

And you can see we achieve that because we're built from a systems of care approach.

But you know, the 21st century times change, right?

We're talking about artificial intelligence.

We're talking about new ways to deliver care, and the corporation has to change with that too.

And so we need to have a more broader, connected system of care.

We need to be more about system stewardship, which is financial sustainability, and we have to position ourselves to be leaders across the state of Indiana to show people that impact us on a day-to-day basis how much and how important we are.

And the insights from this process point to a single compelling truth.

HHC's greatest opportunity lies in uniting its divisions behind one mission, one model of care, and one promise to the community.

And I will say, just so everyone knows that doesn't mean that we lose the identity of our different of the divisions.

We we don't become, you know, a monolithic HHC.

No, all the divisions and their identities is what allows us to be able to be one promise of community to the community or one point of care.

And so just so the board knows that we set out in this phase too to make sure that what the plan that we came to you also reflected our values.

And so you see we lead with our true north, and that is our mission, which we all work together to really recraft our clear values.

So keep in mind our values currently are clear.

We just change them a little bit, so they're still clear, but they're they have much more detail to them, and they say a little bit different things.

But at the end of the day, we achieve this in it through the integration of our systems and care that spans all divisions and by working with our communities to advance health and well-being.

And that I think it's exemplary of every aspect of the corporation.

And it was important for us to you know really look at our values because, as Dr.

Harris reminds me, words matter, and I think it's important because the public watches us, the public sees us, and if we use the correct words, I think it makes people embrace us even more.

So, promise through our priorities.

And what we did was we found and identified four key priorities clinical health, clinical and health outcomes, community health, enhancing access and growth and sustainability.

And you see, we call that destination 2030.

And on the side, you'll see where we get a little bit more detail into what that means.

So when we want to improve the life expectancy and health quality for all Marion County residents, strengthen health education and prevention and social supports, addressing social determinants of health, increase the number of lives impacted and people served through HHC programs, and finally achieve sustainable financial performance and workforce, which by doing all these things that allows us to continue to be the beacon in Marion County, but also in the state of Indiana of providing top-notch quality care that is financially sustainable as well as cost-effective.

And so this slide here is an example, and when you look in your long form document, you'll see much more detail.

But this is how we're going to try and measure, and we're gonna ask the board, and we're gonna show the board how we end up measuring whether or not we've achieved these strategic values.

So you see on the far right, we have the baseline of where we're at.

So if you look at clinical health outcomes, baseline of 72 years.

Our 2026 target is to increase that to 73 and a half years, and then our 2030 target is to increase that to 75 and a half years, and what we're calling our 2030 stretch is our stretch, like the basically what we would love to achieve, the the pinnacle of where we would like to be.

And so you'll see in the long form document that those are all laid out, and there's different metrics for each division.

But we wanted the board to be able to see how we believe we can measure and how we should be measuring our achievement over the next five years.

And then you'll notice the sustainability because we have started talking with about finance when we started this presentation.

Our goal in 2030 is to develop 450 million dollars of revenue to achieve our current financial sustainability plan because right now we've got about 240 days cash on hand with construction projects.

We're gonna go down to about 220, and with changes in federal reimbursement, we could see that decrease.

So 450 million dollars of new revenue by 2030 allows us to keep ourselves at 240 days cash on hand and to be what we believe to be a sustainable organization.

So next steps, planning to execution.

Uh, obviously, we're doing step one right now, which is share the plan with the board.

Through now to January, we asked final review, questions from board members, other changes, you know, tweaks from division leaders as well as staff.

And then January of 26, we asked the board to approve the strategic plan and final KPI measures, which you'll see in detail in the long form document.

Um, as well as in January of 26, we'll begin execution.

And in April of 2026, uh, we'll ask the board committee to review a first set of scorecards and metrics and report to the board.

So you'll be seeing action and activity over the next six months versus just hearing us talk about it, you'll actually begin to see it and be able to ask us question.

So at the end, in my conclusion, um, this plan enables HHC to provide essential health services and safety net services, invest in access prevention and community health, enhance financial and clinical performance, strengthen relationships across divisions and within the community.

And we are poised not only to endure but to thrive, fostering collaboration, driving performance, and strengthening our role as a trusted partner for essential health services in Marion County and across the state of Indiana.

And I think that last clause is really important.

I think sometimes we forget as an organization that we are the safety net system for the state, not only in terms of our footprint, but also in terms of what we do and what we provide to the people of Indiana that sometimes goes unnoticed.

So with that, Mr.

Chair, I will uh turn it back over to you.

And as a reminder of the board, there's a long form document, and at the uh the bottom or the end of the PowerPoint presentation, there's more supporting information.

Thank you, uh Paul.

Are there any questions from the board at this time uh for uh our CEO?

If not, I'll let I'll let I'll let Trustee Annafi speak.

Well, I because Paul said there's a lot of people here.

We like to table this so everybody can study it and answer their questions.

I was just too enthused and read it, and ready to get this meeting over.

So I assume that's a motion to motion second.

It's been motioned and seconded by trustee Hannaffee and Vice Chairperson Drummer.

Uh with that, I'll do a roll call vote on the question to uh table the motion.

Uh yes to table it, no to not.

Uh uh Vice Chairperson Drummer, yes, Trustee Du Set.

Yes, Trustee Dr.

Fish, yes, trustee Hannafee, yes, trustee Horn, yes, trustee O'Brien, yes, trustee Lazard Votch, yes.

So it's been tabled on a on a unanimous motion.

Uh and uh thank you uh for for the information.

Uh with that, we'll move into the reports.

And uh do you have anything to add to what you've already uh been so eloquently lengthy in telling us?

Uh Mr.

Babcock.

Mr.

Chair, if uh the board's okay, I will conclude my report saying there's no new updates.

Uh, hope that everyone has a happy Thanksgiving and a happy new year and happy holidays and all those great things.

And also notice that four doctors are sitting next to each other, so we should all probably be concerned.

With with that, I'm gonna turn with that.

I'm gonna turn it over to uh our uh uh interim CFO and assistant treasurer uh uh Mr.

Simpson.

Thank you, uh Chairman Lazard.

First, I'll cover the uh the treasurer's report.

It'll be brief, uh not a ton of new information there from last month, and then I'll cover the audit finance and compliance committee report.

Uh the general fund budgetary statement of revenues and expenditures through October 31st had little change from September financials.

Uh, the loss is 12.4 million through October.

I think through September was 12.1 million, so small change.

Taxes remain under budget due to the loss of HCI funding, and also our grant accrual, our grant actual revenues are below our original 2025 budgeted.

Well, with revenues below on on grants, that also means our expenditures are below budget there as well.

All expenditure categories remain better than budget through October.

And then now through the end of the year, accounting and purchasing, our teams were gonna we're gonna be reviewing open purchase orders to see um if any of them can be closed or reduced.

So that'll help uh when we look at that year in projection that that open portion of our commitments.

So that's our uh that's gonna be one of our key focal points for the next you know month and a half as we look to close out the year.

So conclude the treasurer's report unless there's any questions.

Are there any questions for uh Mr.

Simpson on the treasurer report?

Proceed, please.

Thank you.

The audit finance and compliance committee uh met this morning at 9:30 a.m.

The following action items and reports occurred.

The RFP for the grants management software was presented by Jennifer Moorhead Farmer that this the board approved uh just a little bit ago.

Resolution 6-2025, the annual review and investment policy was also presented, and since the board is approved, I thank you for your support on both of those items.

Then the unaudited consolidated financials as of September 30th were presented by myself, Tara Parchman, Nicole Harper, and Brian Jarvis, all the financial leaders of the health department, Eskenazzi, and then also American Senior Communities.

The overall highlights of those consolidated financials, cash and investments are up compared to the same time last year by approximately 200 million.

We did mention there we've had a good year of uh hospital dish payments.

And then also on a consolidated basis, our net position has increased approximately 95 million, which is 40 million dollars better than budget for this um through the uh September 30th of 2025.

Then Lisa Taylor, our chief compliance officer for HHC provided the corporate compliance report, which covered 2025 integrity and compliance work plan, integrity and compliance hotline update, conflict of interest project update, risk assessment update, compliance long-term care report, and also HHC MCPHD privacy program report, and then also Ms.

Taylor presented a report on corporate compliance initial 60-day review of the program, and then the audit finance and compliance committee meeting adjourned after that report.

Thank you.

Are there any questions for our uh uh for our uh uh uh interim CFO and assistant treasurer title out correctly?

None of hearing uh we'll move to uh Dr.

McElroy Jones uh to uh give us an update on the who's our chief uh cultural officer to give us an update on the uh cultural excellence committee report.

Thank you, Jeremy Lazard.

Um we met this morning, our committee, and there were no action items taken, and so some of the highlights that we shared were the updates on the new title for the two and a half hour workshop from the big idea workshop to the connected culture, the behaviors that bring us together.

Um, in addition to uh we highlighted the 44 individuals that are now trainers that have been um uh organically uh crafted and cultivated from inside of the organization.

Um so we shared those names as well.

Uh in addition, we gave an update on the Eskenazi Health Health Engagement Zone Initiative and uh talked about the strategy and realignment of uh projects and uh the ability to attract investment.

Um and also uh Greg Porter, our executive vice president of external affairs gave us a look into his empowered program.

Um and I will now turn it over to Felicia to give updates on supplier engagement and economic development.

Thank you.

Hello again, Chairman Lazard and trustees.

Want to give you a summary, a quick summary of our supplier engagement spend for the period ending September 30th, 2025.

Our total applicable spend was 80.1 million dollars with a total um spend with historically underutilized businesses of right at 15 million dollars, which is 18.67 percent of our overall um spend, our XBE goal is 27 percent, and that completes my report.

Thank you.

Are there any questions for either uh Dr.

McElright Jones or Felicia?

Thank you very much.

Um, and that will uh bring us to our last report under Health and Hospital Corporation, the uh chair of the uh nominating committee, uh Trustee Horn.

Um our nominating committee met uh in advance of this meeting uh today to review our timeline and process for electing the chairperson and vice chairperson uh of the board for 2026.

Uh we have an established procedure which we confirmed uh that we will ask for uh nominees uh to uh prevent to uh indicate their interest and qualifications by December 9th, and then I will inform the other board members of those candidates, and we will vote as uh uh as we always do on the first uh meeting in January, which this year will be January 12th.

Thank you.

Hearing none, uh we'll uh now move to the toward the panel of four doctors and we'll begin with the uh our prestigious uh uh director and chief medical officer, Dr.

Virginia Kane to go over to the Marion County Public Health Department.

Thank you, uh Chair Mr.

Lazar.

Um I only have one thing really to report um this month.

Uh this past uh Saturday.

We co-hosted a conference called Too Sweet for Your Own Good.

You know what that means, but too much sugar.

Uh it's a conference on diabetes and also looking at kidney function.

Uh this conference was with the Minority Health Coalition of Marion County.

We partnered with the National Kidney Foundation.

We partnered with uh IU Health.

It was held in the Fairbanks Hall building, um, as well as uh the Omega Sci-Fi fraternity.

I have to give them a great plug because they're always out there active in uh helping us out.

Uh the Lynx Incorporated uh as well as being sponsored by Anthem uh for the conference.

Um I'm happy to say we had uh some phenomenal speakers.

Dr.

Mario Powes, who's a graduate from my U School of Medicine and Cardiology.

Um who's currently now uh on the staff of Ascension gave a talk on the cardiovascular uh impact and how it can affect the diabetes, and then we had Dr.

Aston Moore, an endocrinologist associated with the community health network.

And then we had a talk on nutrition, uh hosted by Louise Goggins, who's the former director of Wisch outpatient dietary uh services.

Um I'm happy to say at least six uh 204 uh participants attended.

Uh we had 66 screen for kidney disease, uh 54 received their influenza and COVID-19 vaccinations, and for each participant, they received a vegetable basket that was provided every uh participant.

So, you know, she's a vegetarian, she sure loved this basket.

Uh but a huge broccoli limb squash, uh two potatoes, white potatoes, two tomatoes, uh, and just a wonderful um event.

So we were very pleased with the um uh uptake, as well as we had a in-chair exercise arubic uh to end the uh event uh with music.

So a hopefully event.

Thank you.

That's all I have.

Thank you.

Any questions for Dr.

King.

Tom didn't hear what um fraternity was that again?

Are you Omega?

Oh my god, okay.

Yeah, um I just have to say there's a Omega sci-fi, they they step out and they're always there supporting, helping us with the logistics with the audio visual, the music, and just everything.

So they were there in force.

So I have okay.

We'll uh we'll move we'll we'll we'll move over to uh Eskenazi Hospital and uh I'll uh we'll have our CEO uh Dr.

Lisa Harris kick us off.

And I do want to say I I hope I mentioned the Lynx Incorporated R also.

Do we have any links?

Partners uh your chief uh treasurer is a link.

Yeah, I thought so.

She's nice.

All right.

Speaking of which, uh so actually following up on the uh CFO or Nicole Harper's CFO report to the audit and finance committee, and emblematic of the shifting sands uh on which we operate.

She uh highlighted that uh over the course of the year our acuity had actually been lower than it had been for 2024, uh from September to September.

So of course, in October we had our highest acuity month uh on record.

Uh we were at 1.8 this the case mix index uh which is a measure of severity of illness was at 1.81, which put us even higher than during the uh pandemic.

The highest thing was 1.76.

So uh just it's it's a roller coaster.

Um also I want to highlight that that she noted also that we are starting to see a shift in our uh payer mix uh to fewer uh Medicaid uh enrolled individuals, uh which of course translates into more uninsured uh individuals and puts a strain uh on the ability to deliver on our mission as we have more care that we're responsible, essentially responsible for paying for.

And so we actually in the midst of a shift in the payer mix, we actually picked up a little bit in terms of our performance for the year in October, uh, hoping then to be to still and expecting to still uh close our budget where we anticipate it, even though we've had these uh changes throughout uh over the course of the year.

Um, you know, it's another um variation on the theme of some of these challenges.

We are also uh we've been we've mobilized to assist with emergency food relief uh for individuals uh who have been affected by uh this the uh you know uh cessation or the pause on SNAP benefits as part of the shutdown.

Uh uh in addition to that, just simply the financial pressures people are facing with inflation, the what they're looking at in terms of uh premiums for health care coverage.

It's it's a really a tough time uh for uh the individuals we serve, and so we're working to uh help as we can, and one area has been in the area of food uh relief.

So we have uh we have a very robust partnership with gleaners that is uh standing us in good stead in this regard, and as part of that, we have amped up our uh ability in addition to our food vouchers that we provide uh for patients who screen food insecure.

And we've actually that used to be on a month to month, like you could get a new one every month.

Now we've changed that to every two weeks uh for the uh near term.

We're just gonna keep monitoring as long as uh there's as long as we see this increased pressure, we're gonna work to sustain that.

Uh, we also are providing emergency food boxes, and that's an additional effort in partnership with gleaners.

We have um uh and this would just be a message the community actually uh because the other part of this is that we you know we made sure that everybody is aware of the resources that are available, and our we've got a lot of a compendium of all the resources that are available across the community on our website.

And we uh the the response of our folks in this moment was every you know every department wanted to have a food drive.

And I and the meeting um the message the community is too, everybody wants to have their food drives.

It turns out that the most effective thing that we can all do, which is what uh we're recommending to our what we are doing internally and recommending more broadly, is to support gleaners because gleaners has the infrastructure, the scale, they have the distribution, they can procure food less expensively than any of us.

They have the distribution, they can ramp up, and so they can turn one meal into six.

So, as opposed to, you know, collecting cans of green beans in our health center, which you know everybody wants to do, uh this you know, driving those uh resources to uh gleaners is the most um uh efficient, most impactful thing that we we can do in this moment.

Um I would say that the Eskenazi Health Foundation is also stepping up uh with increasing contributions.

In that regard, I want to thank Health and Hospital for a hundred thousand dollar um contribution to that specific effort.

Uh we appreciate that.

Um let's see, in the interest of time, I'm gonna stay.

So we we have opened registration for our trauma and critical care symposium.

This is our 32nd annual uh symposium, uh sponsored by the Michael and Susan Smith Level One Shock Trauma Center.

Uh this will be on uh September, I'm sorry, September, February 27th, Gridiron Hall.

Uh the more detailed information is on our website.

And this is always a great opportunity.

We have folks from across the region uh come and uh learn from each other, learn you know best practices, and and uh it's it's always a very uh highly uh and well-attended event.

I also want to announce that we have uh launched a mobile health unit uh to support uh downtown residents, and this is in partnership with the Indianapolis Housing Agency, uh IEMS, Marion County Public Health Department.

There's probably I'm sure we're driving some business to Sandras Kenazi Mental Health as well.

Uh but this is um it actually went live just uh couple weeks ago.

It's open eight to five, uh the first and third Tuesdays of each month, offers uh blood pressure, uh blood pressure screenings, blood sugar checks, HIV testing, pregnancy uh testing, and then again connection to health services available at all of our um uh sites uh across the system.

And the unit was uh provided by the Marion County Public Health Department.

Uh again, IMS is helping us run it, and uh anyone wanting to uh book an appointment.

We do take walk-ins, uh, but we also take appointments, and the appointments can be obtained by calling Eskenazi Health Connections at 317-880-7666.

I should, I'm not sure I said where it is.

It's in the parking lot of the John Barton Annex apartments in in downtown Indianapolis.

Um this is lung cancer awareness month, and why I say that is that we have a very robust uh lung cancer screening program, and uh, and that's important because uh lung cancer remains um the second most common cancer in both men and women in the U.S.

And it is the leading cause of cancer death.

It accounts for about 25% of all uh cancer uh mortality.

Smoking obviously increases uh the risk is by far the leading cause, but about 20% of individuals who die from lung cancer have never smoked or used any other forms of tobacco.

Um so some don't realize that they have uh risk factors.

So we have a uh as I said, a program set up uh throughout our system uh to uh screen individual uh appropriate individuals for lung cancer, early detection can result in in uh cure, and so anyone interested in this can uh learn more about it through our website, Eskenazzi Health.edu, or can't uh contact the lung cancer screening program directly at 317-880-58 uh 64 or uh can work through embrace, which is our cancer support program.

Uh the number for that is 317-880 uh 4930.

Uh, this also uh is the uh time where we uh begin our uh financial uh our marketplace open enrollment, our our financial uh uh eligibility uh folks kick into high gear.

This starts November 1st, goes to uh January 15th.

We have uh individuals prepared to help individuals know what programs they're eligible for, help them get enrolled in those programs.

Uh this these services are available here on campus in our financial counseling centers right in the middle of the uh concourse, 8 a.m.

to 5 p.m.

Monday through Friday, also at West 38th Street and the Thomas and Arlene uh Grandy uh Health Centers.

But then we also have financial counselors throughout all of our uh Eskenazi Health Center sites and Sandra Eskenazi Mental Health Center locations who you know screen people at the time of uh presentation for clinics.

So uh anyone who is interested in scheduling an appointment may do that by calling 1855-202-1053.

Can also schedule online through the MyChart portal.

And again, we what walk-ins are welcome in in all of these sites.

And finally, I just just a couple celebratory things.

Um this past month, we we have an annual ambassador dinner, and this is when we honor those who have uh uh served Eskenazi Health for 30 or more years.

And we had a record number of individuals in this room.

We celebrated 29 individuals uh from all across the health system who have been uh uh carrying out our mission uh for 30 years.

It was really it was it was a great event.

Um coming up, I think it's next week, maybe the week after, we'll have our annual care awards reception, and this is where we honor nurses who have who are working toward excellence at the bedside.

It's a very rigorous program, and we have a record 268 nurses again from across the organization who have done the extra work of uh putting forth the portfolios, their colleagues review.

It's it's it's a um it's a again a rigorous process, and it it really helps to recognize the importance and the of the nurses who stay and and become and develop increasing skill and excellence at the bedside as opposed to having to go do other things to get recognition.

And so this is these are all the things that contribute uh to culture, contribute to the fact that you know we have the nurse vacancy rate that's half the national average.

Then finally, we we were really happy.

We've talked about how one of our goals uh was to improve our inpatient satisfaction, and this is in part, this is in service to one of our main strategic goals, which is to uh regain a four-star CMS rating.

And we found out this past uh month uh that we are we are now at the 90th percentile across the nation in terms of uh satisfaction on the inpatient side.

So that that was a key um improvement that needed to be made, and we're eager to be there already and working to uh uh maintain that.

So I think that concludes my report.

Happy to take any questions.

Are there any questions for Dr.

Harris?

Thank you very much, Chairman Lazard.

I am very pleased to share with you today an updated video that we have created with in partnership with our communications team.

Um this is a new video that highlights um the mission of Sandra Eskenazzi Mental Health Center.

Um, you'll see that it highlights many recent initiatives and accomplishments, but um, probably more importantly, um, highlights our why and what motivates us to do um what we do.

Um so without further ado, I will share the video.

I was first connected with the same Eskenazzi Mental Health Center when uh right around I suffer a lot of loss, and I thought, let me go ahead and go get help for that organizable forum and you know later before I was introduced to them and they're listening.

Sandra Eskinazzi Mental Health Center oversees a comprehensive range of mental health services.

We are the mental health division within Eskinazzi Health.

We serve individuals across the lifespan for a range of mental health and substance use disorder needs.

The type of support that I received going through this Andrea Eskinazzi Mental Health Center was amazing.

I was seeing not only a listening theater, but someone that would remember things that we talked about, and someone that wasn't just trying to push medication as the only form of health person centered care for me is connecting with the client and learning what their values, what their goals and their perspectives are, and then working together and find a way to move towards those goals.

The mission of Eskinazi Health on the ground is really compassion with doubt, and that starts from the moment the individual walks into the door.

We want to fill in the gap until they can maybe see help for themselves or see the change that they're really looking and hoping for.

CCBHC stands for certified community behavioral health clinic.

So CCBHC represents the definition of a federal standard for mental health services and a mechanism for reimbursing those services in a sustainable way so that we have the resources needed to provide the full spectrum of care for our community.

We've also relocated our opioid treatment program and rebranded it to the caring recovery opioid treatment program.

We are also able to double the size of that clinic and move into a completely renovated space that our patients uh really enjoy being at, and it's something that I think has been a real benefit to the neighborhood as well.

So John and Kathy Ackerman Mental Health Professional Development Center really is our effort to create a comprehensive workforce development plan that brings new people into the field and that continues to elevate and develop the skills of our current employees.

When I think about the future of recovery services in Indiana, what gives me hope is the continued incorporation of peer recovery coaches in mental health and addiction treatment.

Peers are profound in the work that they do.

They are a living witness to hope in recovery, and their perspective on a treatment team is invaluable.

Well, openly up to do the therapy for therapy to group.

It gives me awareness and this accountability.

It gives me a sense of unity.

It means the world's needs to be able to share my story for me.

It is a sign of growth, bravery, and honestly within myself to be able to share that with the world and experience some of the sunshine of the left as the author.

If someone were considering reaching out for mental health help, uh, I would encourage them to reach out sooner rather than later.

Sometimes we just need to connect with another person or team of individuals who are able to help us work through that process most of the time.

So thank you for allowing me to share that.

I I appreciate the opportunity to share it with you today.

Just a couple of other comments.

You might recognize Sherrod Sharp, who spoke at the throughout the video, actually.

She also has an additional video that's available on our Eschnazi Health YouTube page talking more about her own personal experience of recovery.

She also spoke at our annual recovery and remembrance event.

So we are very grateful for her willingness to share her story in so many different forums.

This specific video will be available on the Eskenazi Health YouTube channel and is also on the Cindrus Kenazi Mental Health Center landing page on our website.

And so I want to appreciate Michelle O'Keefe and her team and communications team in helping us create this video.

And now it is available to you to share with others.

So thank you.

Are there any follow-up questions for Dr.

Overly?

Thank you.

Which uh brings us to our last doctor on the panel.

Uh Dr.

O'Donnell, who is the chief of uh the IEMS.

Good afternoon.

Uh joining you from the east side of the building today.

Uh excited to announce that we just graduated our largest recruit academy to date, actually, in the history of Indianapolis EMS.

Two Fridays ago, we graduated 42 paramedics and EMTs that were sworn into our service.

This actually puts us at a staffing level that we've not seen since COVID.

Uh while there's still work to be done on an increasing number of paramedics.

Again, this is continues to build a great base for our service.

So again, this is we're at a great place right now, and I almost was nervous to even just mention it.

We did have a great week with EMS World.

Again, there was a lot of build-up.

This is the largest CMS conference uh in the world.

It was uh in Indianapolis in October.

Uh IMS was very well represented at multiple booths.

We had multiple events around the city.

We had multiple speakers as part of the conference, and it actually brought in near record crowds.

So again, the the entire conference was quite happy with uh what IMS and Indianapolis had to offer, and we're hoping to bring them back to Indianapolis sometime in the near future.

Uh we continue working with Crosswalk Health, that's the nurse navigation line that's embedded to our 911 system.

Uh to date, they've had just shy of 1,000 calls of those.

Uh about 80, 85% are actually staying over at Crosswalk.

The remainder are being transferred back over uh to 911, and they're being referred to primary care clinics, urgent care clinics, sometimes lift rides emergency departments, but overall this is going very, very well.

Uh, we're excited for uh the next step.

And those next steps are looking at how we can help better integrate mental health, uh doing field referrals and other resources that we can do to really just increase the percentage of calls that can go over.

So again, that's been a really good project to that IMS has been leading for the city.

Uh just last week we had uh what's been named our annual COT roundup.

This is actually quite an undertaking.

We bring in every ambulance uh along with vendors such as Stryker and Zol, who work on our COT systems, our monitor systems, and we do basically almost a complete tear down of each and every truck, inspect preventative maintenance, everything in between.

Um our logistics division performs normal maintenance as well.

Uh and again, that was done very smoothly with minimal disruptions to the service, and it was a chance to just bring crews in.

We fed them while they were here.

Uh and then the next week we actually brought them back in and did a surprise pizza party in the uh Eskenazi Ambulance Bay for all shifts, so that was uh another great moment.

And then finally, going into the holiday season.

This is actually when some of our biggest events coming up, uh specifically the Wheeler Mission Drumsick Dash on Thanksgiving morning, uh the Indianapolis Circle of Lights on the day after Thanksgiving, and then uh the next weekend the Big Ten Football Championship, which uh given that there's good chance a local team is gonna be in it, we'll be quite busy for us.

And that ends my report.

Any questions for Dr.

O'Donnell?

Uh uh is your school gonna never mind.

We're taking a hideout.

With that, I'll turn it over to Julie White, the and I have no room to talk in that conversation at all.

So uh to our uh vice president of long-term care, Julie.

So thank you, Chairman Lazard and trustees of the board.

During our long-term care committee, Brian Jarvis, Vice President of Finance and Accounting presented quarter three financial results and year-to-year comparison.

Both gross and operating income are favorable to budget.

Mindy Shapiro, ASC Chief Compliance Officer, and Heather Brooking Jordan, Senior Director of Compliance and ERM, presented ASC's quarter three compliance and ethics report.

Human resource issues, top the percentage of allocations reported.

Rebecca Mann, ASC Quality Improvement Specialist presented the CMS five-star overall quality measure progression from 2010 to 2025.

During this time period, HHC five-star overall averages improved from 1.93 to 3.67.

State averages improved from 2.94 to 3.07.

And national averages decreased from 3.04 to 2.92.

Steve Van Camp, ASC Chief Executive Officer, presented the Omega Healthcare Investors Overview and Master Lease Terms and Recommendations for Lease Renewal and Bed Reductions or Repurpose.

Paul Babcock introduced resolution number 8, 2025 to extend the Omega Lease Agreement, and the committee approved the resolution to move to the HHC full board.

You already know the outcome of that.

So our long-term care division quarter three updates include average daily census for October was 5,97 or 77% occupancy.

The quality review team completed 46 on-site facility visits, and 92% of the residents or family members we interviewed, expressed overall satisfaction.

Noted care opportunities for improvement include food palatability and call light response.

Four facilities, Avalon Village, Elkhart Meadows, Lake Point Village, and Mount Vernon Nursing and Rehab, received a deficiency-free annual survey.

13 emergency preparedness surveys were also deficiency-free.

And one facility, Salem Crossing, received a deficiency-free life safety code survey.

Federal and state oversight was suspended from September to October and resumed yesterday on November 17th.

This concludes my report.

Any questions?

Any questions for Julie?

Brings us to uh Angela White, who's our executive uh vice president uh for another month.

That's right.

With the Eskenazi Health Foundation before she becomes the uh president of the foundation.

Thank you, Chairman Lazard.

Um, Dr.

Harris also already mentioned our work in emergency food assistance fund, which we've created at the foundation.

Grateful for HHC support and the support of many others in our community who are now gifting to us to be able to bridge the gap in purchasing additional food from gleaners, the ready food boxes that Dr.

Harris referenced.

Um, and so we will keep that moving forward throughout the end of the year as we're in year-end giving.

We've also um been seeing some wonderful gifts to our colleagues care program here, so colleagues care is a program where any Eskenazi Health Employee Anonymously can request a financial assistance for an emergency, and it is solely funded by gifts from our own employees, and so also understanding we need to be at the ready to help our own here if they are having financial struggles in these times.

So just a couple just quick anecdotes.

This morning I was with the St.

Margaret's Hospital Guild, who, as you know, has given us over 15 million dollars, and they too have a multi-year large pledge to the foundation and sent us 2500 because they wanted to help with food in addition to their already large commitment to us, and told me this morning they delivered this morning 10,000 diapers to Eskenazi Health Community Centers to help with the diaper shortage.

So it just that outpouring of support, and I could give you many more examples, is there so we're very grateful.

We are gearing up for our year-end board meeting in December where we will say goodbye to some wonderful board members whose terms are expiring and welcome some new board members, so I'll be happy to give you that report at our next meeting.

And I think that concludes my report.

Happy to take any questions.

Any questions for uh Angela?

Is there any unfinished business uh to come before the board?

Is there any new business to come before the board?

Dr.

Kane.

I just like to recognize that um Priscilla Keefe, who was our general counsel before for Health and Hospital Corporation died this a weekend.

And so for those of you who may not know, um, she has been in the attorney general's office.

Um Director Community Benefits for Community Hospital Network.

She was recently on the faculty at New York University School of Public Service.

Uh she's received so many numerous awards.

Even the Sagamore from the governor.

So she is someone that we're going to greatly, greatly miss.

Her visitation is this Thursday from 6 to 8 p.m.

at Lavinia and Summer Home for Funerals, which is located on 5811 East 38th Street.

And her funeral services will be this Friday, vegetation from 11 to 12.

And it's going to be held at the New Horizons Church, 7315 East 75th Street.

And actual funeral service, which will last only one hour, will be on Friday at 12 o'clock from 7315 East 75th at New Horizons.

So she started out her career, believe it or not, at Lilly, and was a um a researcher, a neuroscience researcher there before expanding in her career.

So she will just really be greatly missed and has been uh with a lot of us and a lot of uh committees.

She's a part of our National Links uh Incorporated.

Um she's a Delta and uh but volunteered so much in the community.

So thank you.

Thank you for uh for for that information, Dr.

King.

Appreciate that.

Uh our next meeting will be on Monday or is it Monday, Michael?

January 12th, uh 2026.

Um and with that uh I'll have a motion to adjourn.

So moved for adjourned.