Alright, it's uh 159.

I'm gonna ask uh Bishop Rob to uh lead us in prayer.

As we assemble this day, pondering the various needs of our organizations, we seek wisdom, guidance, and peace for those who speak, for those who ponder, and for the decisions that will flow from this place today.

Thank you.

Uh I'll uh do a uh call the order and uh roll call vote.

Uh Vice Chairperson Drummer present.

Trustee DeSett.

Present.

Trustee Dr.

Fish.

Present.

Trustee Hannafee, present.

Trustee Horn.

Present.

Trustee O'Brien.

Present.

And Trustee Lazard is here as well.

Um and uh so our consent agenda consists of the board minutes of uh April uh 21st uh 2026.

Uh the memorandum of executive session, April 21st, 2026.

Treasurer and CFO uh uh report, including the April 2026 cash disbursements, which are all in the board effects package, the clinical privilege forms, which are summarized the changes of which are summarized on page 12 of 181 in your board book package, the medical appointments uh which uh start on page 107 of 181 in your board book, as well as the medical staff policies, numerous changes which are summarized on page 114 of 181 in your board book package.

Uh, is there a motion to approve the consent agenda?

Oh, it's been moved.

It's moved and seconded.

I'll do a roll call vote.

Uh Vice Chairperson Drummer.

Yes.

Trustee Jussette.

Yes.

Trustee uh Dr.

Fish.

Yes.

Trustee Hannafee.

Yes.

Trustee Horn.

Yes.

Trustee O'Brien.

Yes.

And trustee Lazard vote, yes, as well.

So that motion carries uh 7-0.

Uh the uh that moves us uh into the uh the reports, and we'll start uh as if we do every meeting with health and hospital corp, and I'll turn it over to our president and CEO, Paul Back.

Thank you.

Just a few things for update today.

One uh headquarters and health department are going to be appearing before the municipal corporations committee tomorrow to uh reapprove the surgeon program.

Um, so we look forward to continuing after our state and county, Dr.

Keynes.

So we're really excited for that.

Uh second, it turns out that there is a art behind or just south of IMS headquarters, and we are partnering with the parts department to improve that part.

Is that neighborhood is a part desert?

Um so we look forward to continuing our contribution to the community.

There's a community meeting, Thursday eating uh to talk about ideas and what we can uh put in the park to allow folks to at walk rooms, be healthy, be active.

Uh third, the first floor walkthrough for the fifth bit of building was completed last week, and so proposals are due in June.

So we expect to get a few of those back and then hopefully start construction on that facility.

Uh fourth, uh the public health lab furniture package uh is be appearing before the board in June for your approval.

This is probably one of the last packages for the building, and we'll be looking forward to opening in September with modern new furniture, comfortable chairs, just an inviting environment for everybody.

Um, um IMPE will begin to tear down uh the Forest Manor site in June.

Uh the site of 38th and Sherman.

We partnered with the city to basically do a 99 year ground lease, and they'll be able to move 98 North District to that site and provide better services for the community as well as continue to improve that corridor.

So we look forward to the city really working on that, and uh, we know they have money in the budget to carry on, they're working with the council to get money for construction.

I think they've also gonna be a design.

And then finally, just as an informational aspect for the board, uh, we'll be starting union negotiations in the next few months, both with Asking me here at the hospital as well as with uh level four sixteen uh with paramedics.

And so I just wanted to apply that for you also that in case someone's says something to you out there in the community aware of those negotiations, we started.

And with that, Mr.

Sherry, turn it back over to you, and then for any questions.

Are there any questions for our president CEO?

Yeah, not all I'll turn it over.

Sorry, hearing not, I'll turn it over uh to uh uh uh James Simpson, our uh interim uh uh CFO and assistant treasury.

Thank you, uh Chairman Lazard in uh board.

First, I'm gonna give the strategic plan committee report update to the board from last week.

So the strategic plan committee met for the first time on Thursday, May 14th at 10 a.m.

There were two reports on the agenda.

Uh Andrea Rice, director of consulting reformers with ours provided the report on the overview and information of the HHC strategic plan.

Andrea covered HHC's mission, vision, and values, areas of strategic priority and the 2030 destination measures.

The second report was the strategic plan overviews and updates.

This report is split into four pillars, and the owners of each pillar covered key performance indicators, KPIs, and provided a red, yellow, or green status scorecard for each API.

Dr.

Harris presented on clinical health outcomes, doctors present on community health.

Mr.

Batpath presented on enhancing access and growth, and I presented on sustainable.

There were questions and discussions that occurred during and after each report.

But there's been no questions on the one to the report.

Any questions for James on the uh strategic plan that we all hurt?

Okay.

I I have a few updates uh for this uh report out.

First, I'll do the financials, and then I have a brief update on the state board accounts report, and then finally, uh, the 2500.

So on the uh budget-based revenue expenditure report as of April 30th, 2026, the general funds reporting an increase of fund balance of 14.8 million.

This position is unfavorable to budget by 1.8 million, and this is in reference to the 2026 budget deficit projected for the financial highlights through April include polity, public health revenue collections are six hundred thousand favorable budget, grant revenues and expenditures are below budget by three point eight million.

Personal services are favorable to budget by two point four million, but we do expect this position to be more towards the budget as market adjustments took place in April, and also summer seasonal health that those expenses will start hitting uh the books uh these next few months, and then also we're expecting more open positions to be filled in the coming months.

Supplies are three point three million on favorable budget, and that is due to we have 4.9 million of annual purchase orders on the books through April.

Um, and one thing here I just wanted to point out like some of the the value of the decision support team.

We we saw this bigger variance that we started looking at open POs that we found there were some POs that were entered on computer supplies, and the there's a price change by the fitness we had to interview uh commitments, and so we work with CIS identified, there were some duplicate POs.

So in May, these open commitments will be reduced by about two point four.

So we were actively watching these open commitments, and there was there was essentially a duplicate on our annual computer supply POs that were in our system.

Um so that if that was changed on the information we're looking at, that 1.8 million negative would go away.

So the the three point three million unfavorable would become about 900,000 on favorable.

Yeah, I'm just saying bottom line.

Yeah, correct.

Right.

Sorry, I think so.

Okay, yep.

So we'll see that in in the end of A report.

Then other charges and services were also unfavorable to budget by 3.4 million.

We had 20 and a half million of people commitments through April.

Capital outlays are favorable to budget by three million.

However, we expect the spend to continue to increase in the 20 months.

And then support and transfers are approximately in budget, except for SMS and IMS operating capital transfers.

There's they can they're slightly under budget, and that's because the capital transfers are tied to actual requests for SMS.

And so through April 2026, we funded 15.8 million of SNS and capital personal type return.

So that's the through April.

Then for year end, we still project to end the year um just slightly below budget at 23.9 million compared to the deficit of 25.1 million.

We do expect to reconcile current year budget to actuals as we go into the 27th budget season.

So we'll be able to find two this a little more if there is some additional improvements we can we can find in the second half of 2027.

If there's no questions on this financial report, I'll move into the next point.

Do any of the board members have any questions on the uh financial information?

Thank you right ahead.

Thank you.

In February, HHC Journal Council, you know, or myself, we met with the State Board of Accounts and our Council, and the State Board of Accounts agreed that HHC is required to annually submit employee total compensation for our headquarters in our health department division of employees.

This is per any Unit Code 5-11-13-1.

This code requires that each audited entity annually report during the month of January the names and business address of officers, employees, and agents of the audited entity.

The report shall indicate the respective duties and the compensation of each officer, employee, and agent of the audit entity.

And this is based on anyone that you can be issue at W-2 for the year on the headport health department uh divisions.

The audited entity shall file a report in the office of the state examiner of the state board of accounts.

So I've worked with the payroll team to gather this compensation information, and we didn't publish notification on the HHC intranet today that we're working through uh getting this report to the state board of accounts about either this month.

So we want to go out for the board view of our.

We didn't mention anything in February, but we were now to see the end of that.

This reporting process is going to keep you guys updated.

Uh, so you're publishing calendar year 2025 information.

Thank you.

So 26 information will be recorded in January and 20 cents.

So now we'll be on the regular strength with all the other entities that we're looking.

Do any of the other board members have any questions about that?

Thank you.

So then the last updates of refund, uh just wanted to prepare the board to know that in June, we will present the draft, the the act for the annual comprehensive financial report, we'll present that to the finance and external audit committee.

Um, June 16th committee meeting.

Okay.

And you'd like all board members to read that thoroughly uh before no.

Yeah.

Like everything else we'll review.

We'll review it.

Thank you.

Um next we have the Marion County Public Health Department, and I ask uh our director and chief medical officer, Dr.

Virginia Kane, to uh you already have your mic on and go ahead.

Thank you.

Uh our community health assessment.

The public health conversations continue on May the 28th, which is next Thursday at the University of Minneapolis.

All pavilion are the NSPhere rule 138, which is located at 1400 East Anna Avenue in India City, of course, 46227.

I will be accompanied by Dr.

Liz Ballman, who's our director of epidemiology, discuss and review the Marion County Community Health Assessment and its resources.

Um for that event.

Our relocation of services.

Our Northeast District health Office, this is our office part of producting with our community based nurses.

A formally that was located at 6042 East 21st Street opened May 6th at its new location, 2505 North Arlington Avenue.

Thank you, Dr.

Harris.

It's the former Asconazi Health Center North Arlington location that's been renovated.

Our nursing services and urbanization clinic schedule and phone numbers for services will remain the same.

Last time they talked about the update on our new public health building on East 38th Street.

I'm pleased to provide an update regarding the artwork requests for proposals and mural requests for qualifications for the new Marion County Public Health Department Laboratory Building on 38th and Rural Street.

Now, this new public health building uh is just not the public health laboratory.

It includes a number of other services, but we will include modernized laboratory capabilities, supporting our public health testing and research.

We are moving via records, our birth and death certificates into that building and Belfar Clinic, our 16 uh transmitted infection clinic.

So we want the building to create a welcoming community-centered environment for our staff, our patients, and visitors.

As part of this effort, we're having the inclusion of thoughtfully curated artwork and a signature mural installation was incorporated, hopefully to reflect the community's identity and reinforce the mission of public health.

So both our solicitation processes have not included successfully.

We experienced an overwhelmingly strong response from the local arts community with a significant number of artists submitting proposals of qualifications.

And I think the level of participation probably reflects both the interest in this project and the community's enthusiasm for contributing to a meaningful public health space.

An evaluation committee conducted a comprehensive review of all submissions in accordance with our established criteria.

Now, in addition, a murals has been identified through our RF uh qualification process and will proceed with developing a specific site mural concept that you'll see in this building.

And this is going to be based on our vision, our themes and requirements that have been established for the space and will be presented for final review prior to implementation.

So I just want to say I have appreciated the board's continuous support of this initiative, and I look forward to sharing this selective artwork and your concept of the upcoming events.

Thank you.

Thank you, Dr.

Kane.

Are there any questions for Dr.

King?

Hearing none, that will take us to Espinazzi Health, and I'll turn it over to our CEO, Dr.

Lisa Harris.

Thank you, Chairman.

I'm going to combine since we have the state of Espanazi Health Presentation for the African Health Committee.

We're combining the Espinovic Health Committee with the Asconazi Health Department.

And so before I you know get into the uh state of Esconazzi Health, I wanted to uh briefly ground us in the broader health care, and that is that the U.S.

health care uh system continues to deliver the poorest outcomes at the highest costs on the developed countries, and that is what can only be sorry with a low value system.

We're seeing an aging population, increasing climate disease, white resistance economic disparities, provided a fragment and uh structure and system that still prioritizes sick care for the interventions.

At the same time, health care now represents roughly 18% of U.S.

economy, putting pressure on both public resources and family budgets.

Within this environment, though, SNSE Health plays a very specific and essential role.

We are a true safety and health system.

We care for more than twice the medicated and insured population compared to other local health systems, while those other health systems have benefit from caring for significantly more commercially insured individuals and receiving higher commercial reinforcements.

Our largest payer Medicaid reimburses are roughly 53 cents on a dollar for inpatient care, and even the supplemental programs like this proportion program, a safety and health systems by US across the pension operate at many margins.

So the bottom line is simple.

In response to those constraints, however, we've built something different.

We build a high-value model of care.

The focus is on stream on primary care, behavioral health prevention, hard disease management, a lot of deep investment in the social supporting social varieties of health.

For example, we screen all patients for social needs and build a fluid ecosystem that now supports more than 16,000 families in the weight.

This model is designed to reduce emergency climate presence and hospitalizations by a year, so we causes as well.

And the key point that we continue to uh emphasize in our advocacy is that this model lowers the cost of care.

The problem is the current payment system is not yet supported.

So this leads us to where we are today, announcing significant uh pressure on the safety net.

Marion County Medicaid only is already defined by 25%, with a corresponding 12% drop in India patients presenting the care.

And this is before the full effect of the lower career, and so what follows is predictable.

Individuals delay care, medication assurance loss, eventually patients present to the emergency department.

Review visits have increased by 81%, and hospitalizations by some seven percent of the uninsured cases.

At the same time that we are uh seeing increasing numbers of uninsured patients because the loss of Medicaid coverage, approximately 22% of our funding is already eliminated, or is it risk?

And this again is for the accounting for long-term types of medical disability.

So the takeaway here is that the safety net um threat is not theoretical one, it's actively actively understanding right now.

So in response, we're taking progressive action internally.

We've committed to uh 35 million dollar financial improvement in our operations in 2026 and regular 86 million dollars by 2030.

This includes, of course, um cost cost as a part of the department's revenue cycle and tech uh technology improvements, including uh judicious use of AI, and strategic growth of commercial volume and key service.

At the same time, we're continuing to invest in our workforce, maintaining access to essential services and expand primary care and then as a interest of preserving this high value of the care.

That said, however, all this is putting out the dynamic environment.

James already talked about some of this.

Um, we're already seeing the effect of changes for parents and utilization of those changes.

And we are $13.2 million behind budget for the first quarter of this year.

However, we are 3.9 million ahead in terms of our expenses, and that is because the leaders of our health system are doing such a good job of controlling what they can and control.

And a big part of that is staffing to volume and the uh personal work.

Um, so you know, while operating this you know, big picture here is that well, operational excellence is essential, and we are driving to that, it's not going to be sufficient on this.

That's why advocacy is central to our strategy.

The federal level we're working on, we're working with bipartisan support to establish a formal definition of true safety net systems to ensure that policies are designed to protect them.

And there is growing recognition across political lines that safety net hospitals are not the problem, but rather they are part of the solution.

Our focus is on securing appropriate sustainable funding aligned with the care that we provide developmental populations and meaning the role that we are expected to play as part of the healthcare system for the years.

So I'll just close by saying that despite these challenges, we continue to deliver high quality care, strong patient experiences, and we in doing that, we are often outperforming better resourced systems.

This is a reflection of our culture and our people.

What we're working to preserve is not just the health system, but a model care that reduces costs, improves outcomes, and serves those who need our proposals.

So sustaining that model will ultimately require alignment between policy funding and evaluating deliverable.

As a part of the the presentation to the Espinasi Health Committee and Co Harbor or CFO, also made a relatively briefer presentation on the changes that we have implemented within our revenue cycle in terms of the way we are working to organize and align, and also changes to our student care policy that are uh important elements of how we plan that is driving to system.

Thank you.

Are there any questions for Dr.

Earl?

Thank you very much.

Um, sorry, I guess you do, right?

Um, so we also had I'm sorry, we also had a uh meeting of the agency quality committee today, and uh an important part of that meeting was introducing our new chief quality officer that I didn't really know, it's very good.

Um, we also had an example of the health uh quality update.

Jen Leatherspoon, our chief data officer, uh, presented that, and this uh was a focus on uh our value-based care and contracts that are central to our overall focus on a value-based payment system aligned with our value-based model of care.

And uh this has to do with um the uh aligning contracts, um, uh performance-based contracts.

There's a whole continuum of getting to full, you know, uh realization of value-based care work.

It's still relatively early on the continuum.

Uh, we have moved from performance-based contracting to shared savings, uh, and then the rest of it is going into shared risk, capitation, and finally capitation plus uh performance-based contracting.

So that's where we are sort of moving on to continuing.

Um, part of this is um we're doing this in conjunction with the clinically integrated network of Indiana, which we are in large partly the largest FUHC in the state.

And this is where all of the FQHCs are collaborating on performance improvement quality, value, and efficiency goals, and uh creating integrated relationships between the buyers and the peers.

Um, this is working together to coordinate care and prove outcomes and decrease costs.

The pride uh the progress of the city uh to date, where that we are negotiating standard contracts with payers, and we are evaluating right here to be the principles of the city are data transparency, active participation, and the future.

Um, it's really designed to uh incentivize and reward and have a movement.

And within this, the specific quality initiatives that Escanazi is taking on, include increasing outreach for high-risk patients, increasing our notion rates, following up with patients who do not present for their appointments or have to cancel their appointments, working on discussing the fundamental screens before the appointments and emphasize the importance of prevention and to reinforce hypertension management best practices.

So that is the first section of the quality committee the second related to the CMS age-friendly hospital information, which we are going to do is uh in the interest of standardizing hospital care to improve care for patients 65 and older.

It has to do with eliciting patient care goals, responsible medical management, frailty screening and arranging social assessment of social vulnerability, and uh provide age-friendly uh care leadership.

Um I will say as I age, I'm actually solidly a member of this group, so I'm very interested in the the best we job we can do in this regard.

Uh we started with a gap analysis, and uh there's what we've discovered is that we have a lot of actually we're doing a lot of this work, but we have not yet standardized it in hardware with across the system.

So we don't get any credit for what we've done until we get that part done, and so that's that's what we're working on now.

And uh, but again, we are realizing that what we need is simply reliability standardization hardware, but we don't really need that all the elements, we don't have to build anything new, we just have to tie it together in a policy, reliable structure that delivers all these things for every uh person present for care.

That would be part of our social.

Any questions?

Uh, Dr.

Harris before we move to our next speaker for the Escanazi Health.

Hearing non-s Dr.

Actually overly to uh give us an update on the uh standard escenazing.

Thank you, Karen.

I'm very pleased to share today that we will be expanding Sandra Eskinez Medical Center Services in Marion County.

The context of this expansion is that community health network has made the decision to stop providing community mental health center services.

Subsequent to this, after recommendation of the Marion County and City County Council, the state division of mental health and addiction is designated Sandra Eskenazi Mental Health Center as the new community mental health center for Warren and Lawrence Townships for community with previously providing CMHC services.

And so now Sandra Skinazia Metal Health Center will be able to provide both CMHC and CCDHC services in these townships.

The CMHC designation is important because that is associated with 1.9 million dollars of county mental health tax funding that supports CMHC service delivery.

However, also importantly, we will be able to operate in those townships as a C C D H C, which is a more financially sustainable model for us.

So this will expand our CCDC services in Marion County and also provide new opportunities for us for growth and primary care potentially as well.

So we are currently working with community health network leaders to be able to provide services in four specific locations that they are currently operating in well transition to our leadership and the internet.

We are in the process of developing the project's timeline for this, and our main priority is to transition staff and patients quickly in order to assure that patients continue to receive services without interruption.

So we are very excited about this transition and excited about this opportunity to serve Marion County in this new area.

I have one other announcement, but are there any questions about that before I share any question?

I don't see any other questions from the board, but I'm curious you'll give us an update when you decided on those four locations, like when the rebranding will occur and all of that.

Oh, I will definitely be located.

Don't worry.

Thank you.

Yes, they are they're very nice facilities.

They're very well um they're very uh in good locations, and um one of them is actually a clubhouse, um which is a new kind of service that we don't offer at this time.

It's like a psychosocial paid program for people with serious mental illness.

So this will actually expand in the kinds of services that we are able to offer.

So we are very excited about the transition, and very grateful for the partnership with the work and making the transition.

Um, you said you have one other.

Um, and then finally, I would like to invite everyone to our annual recovery and remembrance event in our show.

This will take place on Friday, May 29th, um, from 11am to 3 p.m.

Um in this Crown Club Center.

So this is an event that we put on every year to share um patient stories of recovery and to um uh celebrate um different people's journeys of recovery and also uh people share artwork that they have created, um, some of it is for sales, there are breathing cards for sale, and it's a lovely opportunity, so we would all be welcome to probably participate in that.

Thank you.

And I would encourage board members if you can uh be available between sometime between 11 and 3.

It's a drop in event, so you're welcome to have a new time here at the first hours.

Uh, very good.

Um thank you, Dr.

Overly.

Um, and that'll take us then to uh uh our uh chief of IEMS, uh uh Dr.

O'Connor.

Thank you very much.

Uh, good afternoon, everyone, and I appreciate we appreciate the ability to be able to look right for a few minutes as AML.

Uh so again I want to start off uh happy EMS week.

So you may or may not know this is EMS Week.

Uh we are celebrating all the amazing things that our providers and the Apple CMS do each and every day.

Uh we want to thank us Nazi Health for the great things they're doing at the hospital for the providers.

There's uh cookouts that are going on in the day.

We are also uh having a series of cookouts today and tomorrow about day and night shift.

In fact, before I left, before I came here.

Uh, and where we are being will be available for everyone to sign with us tomorrow.

Anyone is welcome to come by our headquarters at 3930 Georgetown from 1230 to 2 uh to sign the bean.

And if you like hamburger or not, that was you'll be more than welcome uh to do that as well.

Uh we'll be doing uh first of many building site tours of our new headquarters on Thursday.

So again, thinking of Hank and her team for setting those up.

So we're starting with our leadership staff, and then they've been very generous in opening that up to all staff to be able to see our headquarters.

I can say is I've had those very, as we all know as leaders of course conversations with our providers because they're very excited to hear more about the new facility and they want to see what it's actually gonna be looking for.

So again, that's been very exciting.

Uh we did start off EMS week with a bang.

Uh this past Saturday was the EMA Indiana EMS Association Golden Sir Awards Banquet on the Oscars for EMS with the state of Indiana.

And I'm excited to say that we did have a big night.

Uh Lieutenant Anthony Garcia was awarded paramedic of the year in the state of Indiana.

Uh Tom Harkins was named the legislative advocate of the year.

Uh, and Chuck Ford uh was recognized as uh part of this year's golden iron honorees.

This is kind of an EMS Hall of Fame uh where they invite certain members to do that.

So again, it's a big night for ending out the CMS and uh in our team.

So again, very excited.

Our blood activation scheme, which works in partnership with us, Nazi Blood Bank, had its 30th successful transfusion this past weekend.

So those who may or may not know, for the past two years, we actually have partnered with the Blood Bank or Eskenazi to push pre-hospital blood transfusions and patients who've had severe traumatic injuries.

Uh with the thought that earlier the better and and group outcomes.

Again, we had our 30th transfusion not too long ago.

And the patient did very well.

And finally, it is there's a small event coming up this weekend.

This is uh this is our Christmas, this is our new year's, this is our fourth of July, all rolled into one.

Um it starts well kind of this week.

Uh this is race and parade weekend.

Uh so as you may or may not know, probably do know.

IMS is assisting and really taking the lead on medical coverage for the largest event in the world.

Uh, but really that starts on Saturday with our coverage of the 500 festival parade.

I'm excited again.

One of our paramedics of the year, as I mentioned last meeting, we'll be in the parade, which is great.

This is the first time that's that's happened.

Uh, but we'll also be providing coverage for the camping lots outside the track, uh, as well as we provide uh a little niche uh situation.

We provide medical coverage for the snake pit, which is the EDM concert um that happens inside the track.

Uh Mr.

Carmer, we have your parking cells.

But uh again, we guess uh again, um while we have our other partners and pre-hospital care covering the majority of the insider track.

We are really responsible for everybody coming in and everybody coming out all at the same time, ensuring excellent service uh throughout the weekend.

So that I mean we're important.

Glad to see you're taking it easy this month.

Yeah, yeah.

Uh thank you, Dr.

O'Connell.

Uh I'll turn it over to our uh vice president of long-term care, we want.

Thank you, Truman Lazarus and trustees of the board.

On May 1st, JC became the Alberta of the clients of the Calvin Butler, Indiana, our HC long-term care portfolio currently consists of 74 civil nursing facilities and two additional independent licensed business to working facilities.

In April, our quality review team completed 21 audit visits, 11 environmental and emergency preparedness with an additional 10 21.

Average daily census has increased from 6,000 to 6150 residents.

Medical occupancy remains our Medicaid occupancy remains steady at eight at 78%.

Governor Brown recently signed a reform bill into law to shift Indiana's managed medicate programs serving older adults and long-term care studies activity for service medicate.

Finally, Northeast Indiana facility visits for committee chairman's on the NFA.

Any additional board members who desire to participate will be conducted conducted on Tuesday June, this concludes my report.

Any questions for Julian?

So here to wrap up our group report, uh our uh president and CEO of the Espinazi Health Foundation, uh, Antoine.

Thank you.

Um, earlier today in the Health Committee report, our community started for instant foundation's been able to provide some bridge funding.

Um, as we face and continue to work through the challenges of this budget yeah, and so I just wanted to cover that quickly with you so you can see the source of that bridge funding here, Joe.

Thank you.

So it's uh just under a million dollars to date.

We had one grants committee meeting, and these funds come by the occupation of our grants committee of our board, and so you can see um we've supported some ongoing operational funding for the gardens for the first year at AMP and AI as our first this morning for um funding to support the research department, the regulatory side of our research, and operational support for the social drivers of health.

So, on average, in a year, we generate about 10 million dollars of philanthropic impact that gets back to the system in one way or another.

Um, this is just the small snapshot of bridge funding for us, which is new and different, but we're living in new and different times, and so as we've uh said in the office.

If we had a rainy day plan, we've noticed it's pouring and we need to be using it.

So, just wanted to give you that update, and then at our next meeting, I will um just share where we are at the end of the first quarter on contributions and impact.

So, happy to take any questions if you have any.

Any questions for uh Angela?

All right.

If is there any uh unfinished uh business to come before the board?

Hearing none, uh, is there any new business?

Hearing none, and uh I've been informed that no one has uh signed up for uh public comment.

Uh the date of our next uh board meeting will be Tuesday, June sixteenth, twenty twenty-six.

And uh with that, uh we'll adjourn the meeting.

Thank you.