Good evening, everyone.

This is the regularly scheduled meeting of the Housing Authority of the City of Milwaukee taking place at 4 p.m.

on Wednesday, July 8th, 2026.

Patty, can we please get a roll call?

Commissioner Nelson.

Present.

Commissioner Pez Classen?

Present.

Chair Hazlet.

Present.

Vice Chair Gotzler.

Present.

Commissioner Burrell.

Present.

Commissioner Snyder.

Present.

Great.

Can you call on the next item?

Yes.

Would a commissioner like to move approval of all of the agenda items within the consent agenda?

So moved.

Second.

Great.

Can I get a roll call, please?

Commissioner Nelson.

Aye.

Commissioner Apez Classen.

Aye.

Chair Hazlett?

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Burrell.

Aye.

Commissioner Snyder.

Aye.

The next item for today's meeting is a general public listening session.

This session is agenda item number B1, part of the 4 p.m.

Wednesday, July 8th, 2026 meeting of the Hackham Board of Commissioners at City Hall Room 301B.

The purpose of the session is to give interested persons a reasonable opportunity to present their views to Hackham's board of commissioners.

Each speaker will have two minutes to speak.

This listening session does not have a specific topic.

Persons who wish to speak, if they have not already done so, should sign up at the sign-in sheet located at the side table on your right.

For those who have a prepared written comments, those comments will be shared with the board.

Any e-comments received by 11 a.m.

today have been distributed to the commissioners.

Per open meetings laws at a listening session, the commissioners do not engage in a dialogue with the speakers, but will be listening to all comments so they may receive input from the public.

We ask that everyone be respectful of the process and of all the folks either speaking, as well as those who are here, listen.

After you provide your comment, property management staff may reach out to you here at this meeting or afterward to learn more from you or provide you with information related to your comment or question.

It is critical that speakers respect the two-minute time limit in place for all speakers, so signs will be held up to let people know when they have 30 seconds left and to let people know that their two minutes are up.

We also ask that the audience be respectful of speakers while they are offering their comments, whether you agree or disagree with what they have to say.

You wouldn't want anyone into to interrupt you when you're making comments, and the same is true for other speakers here today.

Please, for your fellow neighbors and our residents, be considerate of their time to speak and let the board hear their comments.

A few more points and a summary to the speakers.

Please, everyone mute to all of your phones.

All comments should be addressed to the commissioners.

Any member of the public is welcome to share their input.

If you are a Hackham tenant, voucher program participant, landlord or staff, and are willing to share that information, the board would find that information helpful, but neither being a resident or participant nor sharing that information is required to speak.

Speakers may be asked to return to their their seat or leave the meeting if they do not follow the instructions.

Can I get the list of speakers, please?

Thank you.

So first one uh up on the list is Karen Dares, and then Carrie Moss, you're going to be next.

If you would please come up to the desk and speak into the speaker, Karen.

Oh, Karen Davis, sorry.

Anywhere, I think all the mics should be on.

I'll start by saying good evening.

I'm so honored, and it's such a privilege to be present.

I wrote a pretty extensive letter and I seem like a habitual pathological problem.

I've rented from Housing Authority for over 30 years.

I've never been a problem.

Excuse me, Miss Davis, could you get a little closer to the microphone, please?

Can you hear me now?

Yeah, much better.

Thank you.

I just want to be sure it gets recorded.

Sure.

I rented from Housing Authority for over 30 years.

I've never been a problem.

In fact, I was affiliated with Tony Perez, and I had some very positive encounters.

Um I believe if I can't be an asset, I'm not going to be a liability.

Whatever I do, I try to do my all.

Currently, as you see, I'm dealing with some disabilities, mobility issues.

The place that I'm currently living in, it is through the Section 8 voucher.

I complained to the inspectors for Hackham about the inability or it's uninhabitable, and I nearly failed numerous times.

Finally, I did fall.

And needless to say, big as I am, I came crashing down on the floor.

I had to scoot across to the door to get 911 in.

Thankfully, I had my cell phone present.

I'm also in a not the sharpest of state cognitively because of the fact that I deal with a neurological issue epilepsy, and um from the time that I moved in in January, February, the smoke detectors were going off in the building the entirety, and it sounds like a um uh um alarm or not an alarm, a train.

Let me see if I can find one, and I'll shut up.

I'm done.

And your two minutes are up.

Bless you.

Thank you.

Thank you.

Next up is Carrie Moss, and after that, Diana Hinton.

Oh, Commissioner Schneider, this might be yours.

Good afternoon.

Thank you for allowing me to speak.

I'm Carrie Moss.

I'm a landlord for over 20 years working with Housing Authority, and in the last year and a half, it has been a nightmare, and I would like the opportunity to speak with someone from the board at another time regarding my long list of concerns.

Um I haven't been paid for six months, they're not giving late fees, um, they're not sending out the paperwork, contracts, recertifications are happening six months after the it's just long.

So I would just like someone to talk to me in detail over the things that are going on, which is not just happening to me but other landlords, and it's being really hard to want to run to a rent assistance tenant based on how this office is operating.

So that would be my yeah, yeah, just it's very frustrating.

I mean, I have I pointed out a mistake from last September, immediately when it happened, and they finally took their money back that they overpaid me in September two days ago.

I mean, 10 months when I pointed out their error.

These are the list is long, so I would like an opportunity to discuss things in detail.

All right.

Thank you.

Thank you.

Um Zaina or Tracy or Tina, would you like to reach out and get her contact information too?

Thank you.

Okay, Diane Hinton, Diana Hinton is next, and then after that is uh Ms.

Newton.

Hello.

So I'm here again to, I'm still trying to get um some results of a complaint that I made, and they're stating that they're still waiting to get a response from public safety.

Um it's a fabricated report, but I can't get anywhere with it.

I'm just being ignored.

And then the other thing, I have three things.

My manager's telling me one thing, agreeing to one thing, and then changing her mind completely.

So I need to know what to do about that.

And that's that's enough for today.

But I need to I need public safety to act on this complaint, which resulted in a very severe lease violation, and it's been addressed from Todd, Mr.

Barbeau.

I've gone all the way up, I've done everything I'm supposed to do, and then they're just ghosting me, basically.

So I need to get some results quickly, not 10 months later, but that's it.

Thank you.

Thank you.

Ms.

Newton, you are uh can come up to the microphone and then Batista Betite Sweatitz, Batisse Wesley.

Yes, yes.

Batite.

Good evening, I'm Betty Newton.

I am a RAV member.

I am an RO secretary for Convent Hills.

And I have a complaint about my manager.

For one, she does not want to give us access to store things for events that we do.

The group of people the residents that I deal with are the only residents in the building that are doing anything to socialize our residents.

We asked to store our things in the barbershop in the beauty shop because the Russians stored their things in the beauty shop and was given permission and now she's telling us we have to move it.

She does not want to give us another space to store our things.

Diana operates a flower giveaway program the Sunshine Club we spec play spades every Friday we have done spades tournaments with other properties.

We are the only entity that does anything to socialize in convent and to not give us access to space is uncalled for and then she told a lie on me.

She said that I cursed her in the lobby when I told her that Paul Williams told me to tell her to open up the kitchen door because a key to the kitchen that was an issue with the previous RO president that Ken Barbeau and Anisia Robinson gave me permission to have the manager and the new R.O.

president changed the locks without any warning and we couldn't get in for two weeks without any warning and for her to tell somebody that I told her to open the fucking door I am highly incensed because I've got better sense than the curse of manager.

I deal with people on higher levels than her and none of them can say I've been disrespectful.

Thank you for sharing Mr.

Wesley um you're up and then Mr.

Sawyer you are up next.

Good afternoon my name is Batisse Wesley I first like to thank you commissioners you all for serving y'all doing a great job and Mr.

Barbo send first you did a great job sir and I welcome you into the new seat sir.

Okay.

I've been on this waiting list for the Milwaukee Housing authorities since May of last year for an apartment and um I requested a specific place which is Arlington Courts.

Well I went down there to the office today at 5011 West Lisbon to find out if I was still on the list and they gave me a list saying I'm on three spots I'm on Westline Gardens Ogre Village and Covet Hill.

And um I don't mind being placed anywhere okay but my steel choice would be Artitude court and um I think that you should and they also told me I talked to a lady named her name was Priscilla asked us her name she told me that I'm in a pool and so I say well what's the pool and you know is this just put a name random in a in a cup or something and pull out a name well shouldn't it be a lettering uh as as to uh one two three and down the line if that's the case you just put someone in this pool who just walked up yesterday and I've been on that over a year and this person would get on before I would and so it's not fair.

So I think that should be uh uh time limit as well as um a numbering system of you know first come first sir and then down the line with that thank you all for hearing my complaint thank you thank you the public also hasn't uh had an opportunity to provide oh I'm sorry I'm sorry I apologize it's all right getting ahead of myself hello everybody um let me first start with the fact that uh you guys have um the rent pay system is there people cannot pay their rent for the last two months online um I'm making sure you guys know because the person that told me this probably watching, so I'll make sure to say it.

Um they had credits on their account, they say they credits missing from the overpayments or whatever.

Um we're going to have to like the situation with Ms.

Betty, if something's already been worked out.

And we also had a situation with Bingo that had already been laid out.

I talked to the actual state people over gambling, bingo for the state, laid out the rules, housing was already total rules.

The same people that caused the problem in my building, preceded to go to another building and do the same thing once again, even though they had already been told to leave that alone.

It's like they're vindictive.

They go from place to place doing the same thing they've been told not to do already, and it's just starting to look weird.

Like even with the rent system, people have been telling the manager that should have been communicated to upper management and the commissioners immediately.

You don't, and they know it happened, the lead managers had to have known it happened because everybody that was paying online had to go get money orders and checks.

But when we're communicating and we resolve stuff, we shouldn't be debating about the same thing over and over again.

Thank you guys very much.

Thank you.

Madam Chair.

Okay.

Welcome, Charlotte.

Thank you.

Commissioner Moore.

Please excuse my tardiness, but please mark me in the affirmative for item A one and two.

Thank you.

Thank you.

The public also had an opportunity to provide written comments and e-comments.

None were received before 11 a.m.

today.

Um is there anyone else who would like to speak uh right uh would like to comment today?

There being no additional speakers at this time.

This concludes the public listing session, which was part of the 4 p.m.

Wednesday, July 8th, 2026 meeting.

The Hackham Board of Commissioners at City Hall Room 301B.

Would like to share the thanks of the Board of Commissioners for those who took time out to provide their comments today.

They appreciate hearing from you and value your input.

Item number two is a resolution authorizing a request to the Department of Housing and Urban Development Special Application Center, SAC, to rescind the remaining 10 scattered site units from the approved Section 32 home ownership program.

Hackham received approval for 40 units to be sold under the Section 32 homeownership program.

To date, 30 units have been sold to eligible first-time homebuyers.

HUD has asked for the 10 remaining units to have their public and Indian housing information center pick status recategorized to match their real life status as active occupied units.

The SAC has also asked for a board resolution to move the units and effectually close out the current program.

Any future proposed Section 32 sale to an occupying resident or to an eligible family would require the submission of a new application.

Good afternoon.

Um my name is Jeannie Dawson, I'm staff with the Housing Authority.

Basically, this is an administrative request from uh PIC to just recategorize these units into back into active status.

It's not complicated, it just they require board approval to do it.

Um, sorry, PIC stands for public and Indian no public housing inventory information center.

I think it's public and Indian housing information center.

There you go.

So that's basically the giant database that is used to uh for for residents but also for for occupancy of all of our units.

And so they have to those occupancies have to be certified, I think monthly um and it has to all connect them.

I don't I don't do the picks, so I'm not really well versed to how it's done, but that's why it's done.

It's done to basically keep track of the units that are in public housing inventories, and subsidies, I presume Madam Chair, Vice Chair Gotzla.

Could you please explain um how it came to be that we're in this situation?

I don't need like a really long drawn-out explanation, but it just seems like a very unusual request to me.

Which situation of uh uh HUD asking us to change something in PIC.

Okay, because the 10 units that were under our section 32 approval have been basically they've been placeholder units and they've been in that approval status for basically for years, and we're not those those units are not actively being sold instead they're being rented out and leased out, so essentially pick they're they're doing a general cleanup.

They want their data to match our data, etc.

So we've had to go through, for example, and change the name of of addresses when they when they change Fourth Street to Dr.

Lester Carter.

Uh, you know, we've had to go and and do all these things.

So this is just another one of those cleanups that they're asking for us to do.

Thank you.

Do you need a motion?

So moved?

I don't think we can do it.

It's a resolution, yes.

Sorry.

Did you say that?

Did you?

Sure.

No.

Oh, do you have a question?

Oh, I just wanted to make sure no one else had questions before we made a motion.

Yeah, um, Madam Chair.

Yes, Commissioner Moore.

Um, I just wanted to make sure.

So these particular 10 remaining units, um, they're currently occupied.

Yes.

All 10 of them.

I believe so, yes.

Okay, got it.

Um, and so they would be now in charge.

So when they talk about rescinding, you know, um section 32 home ownership program, we would no longer have the opportunity to um sort of sell or submit these homes for home ownership like we did the others, we would still have that opportunity, but just not under this particular uh approval.

So we would have to get another approval if we wanted to sell another scattered site home under a section 32.

Got it, okay.

So we'd just be closing out this approval, and then if we wanted to start a new one, we could do that.

Thank you.

Thank you, Commissioner Moore.

If there are no other questions or comment comments, can we um get a motion for approval?

So moved, second, all right.

Can we get a roll call, please?

Commissioner Nelson.

Aye.

Commissioner Paz Classen.

Aye.

Chair Hazlet, aye.

Vice Chair Gotzler, aye, Commissioner Burrell.

Aye.

Commissioner Snyder.

Aye.

Commissioner Moore.

Aye.

Item three is a report from the Secretary Executive Director.

Good afternoon.

Uh this is Harold Enns, the Secretary Executive Director.

I'd like to introduce our new COO, Zaina Farah.

She comes with private sector experience, um, multi-family, HUD multi-family experience, HUD public housing experience, uh, and uh uh HUD troubled housing uh experience, as well as um private uh out recently and subsidized housing.

Hi, hi.

Hey, welcome.

You will have to speak right into the microphone.

Okay, pull the microphone.

All right.

Yeah, thank you.

Okay.

So thank you.

Thank you for providing me with the opportunity to uh work at HACO.

And move the agency forward.

I'm very excited.

I've been out in the field the last couple days and meeting everyone and talking to people, and there's a lot of good things out there that we can do, that we will be doing actually.

Yeah, yeah.

Thank you.

Wonderful.

Excellent.

Well, welcome, Zaina.

We are so fortunate to have you join our team.

Thank you.

Thank you.

All right.

Thanks.

Um the public housing occupancy summary.

They we have a 96.25% occupancy.

That is including units on hold, and we have uh 200 units on hold, and those are units that require more work than um is average for turning a unit.

We have 657 work orders were open, 372 were closed, ending with 285 open work orders.

An average of 29 work orders were created per day, while only 16 were closed, causing a rise in the backlog, uh in the market rate tax credit portfolio.

We have an occupancy rate of 93.14%, and we had a total of 550 work orders.

They completed 332 work orders, uh leaving a backlog of 50 work orders that are 60 days old or uh and an additional 18 work orders that are 90 days old.

There's more information for your uh perusal.

We will move on to um update on uh pre-meeting option, and that is given by Patty uh Patricia D.

Uh so uh at the May meeting we had talked about a new step that the staff is taking, which uh provides an opportunity to for the commissioners to learn more about the agenda items if they have questions.

Staff who are going to be presenting at the board meetings are getting together ahead of time to do kind of a walkthrough and get feedback from the other staff people that are there presenting, and so this affords the commissioners an opportunity uh to learn more.

It's every Monday afternoon.

After reviewing the Friday agenda email, if you want to learn more about the items, please reach out to myself, Talesa or Maria.

Um attending the pre-meeting will be on a first-come first-serve basis for the first two commissioners who request uh attendance, and this will allows for great dialogue to happen, so you really get a chance to have a discussion with the staff people, and the staff people find it terribly helpful too because it lets them know what kinds of information am I bringing the right information to the board meeting in order to make it flow easier in order to get you the information you're looking for.

So it's really helpful that way.

It's a real win-win.

And as long as different commissioners are attending from meeting to meeting and we're not having a set list, it's first come first serve.

We don't see foresee there being any problems with it being defined as a de facto committee or anything like that, but it will have to be first come first serve, no more than two.

Um but in any case, even if you're not able to make that.

Please feel free to give us your questions ahead of time.

We can uh have the staff get that information, turn it around.

Um, if you can get it to us before Monday noon, we can incorporate it in the meeting, but any time we can take that information, try and get the answers to you ahead of the meeting and have it at the meeting so that uh everyone uh can hear it and hopefully that'll help with the make the presentations flow a little bit better, uh make it more efficient.

Uh so that's always an option for you to bring your questions to us anyway, and you're strongly encouraged to review the attachments that are included in that Friday agenda email as thoroughly as you're able to, and uh determine if you have any questions pre-meeting, and then we can take care of that.

We look forward to hearing those questions from you.

So that's that's the process moving forward.

We've checked, we think that's going to be legally viable.

We'll do a reminder to you on the Friday agenda email about that too.

And that's it for that.

Thank you.

And are those meetings scheduled?

Oh, I'm sorry, Madam Chair.

Yeah, Vice Chair Gott.

Thank you.

Are those meetings um scheduled at the same time every Monday?

They are consistent every month.

Yeah.

Mondays are two.

Mondays at two.

Thank you.

And we can include that in the Friday agenda email when we send that out.

Perfect.

We have a 50% or not.

I don't know for sure.

I think I believe they're presenting.

I believe they're presenting.

Okay.

So we'll turn it back over to you.

CBR's monthly report.

All right.

Good evening, commissioners.

My name is Tracy Sheffield, Senior Vice President with CBR Associates.

Tina Royalty, HCV director.

All right.

So, can we get closer to the mic, please?

Yes.

Is this better?

So I have a few updates for you.

About three weeks ago, we did a lottery of the housing choice voucher waiting list.

This was a part of our corrective action plan with HUD from applicants who applied in 2021 through 2024.

The lottery randomly selected 5,000 applicants of the 8,801 that were that had submitted pre-applications.

We sent notices out to each applicant family to let them know if they were randomly selected to be placed on the official waiting list or not and what their next steps were.

That process went very well.

We worked with the marketing team at Hackham to get notices out to the mayor, commissioners, other relevant stakeholders in case applicants had questions or needed anything.

But we're very uh pleased with the outcome of that.

It went very well.

Um we were prepared to assist families in our office if they had any questions about what the next steps were.

But that process is done, and now that piece of our corrective action plan is finished.

Following that, we are now working with uh the public housing department to get ready to do a waiting list update for our project base vouchers and public housing at the same time.

Um so we're coordinating with uh the public housing department and with YARTI so that we can get notices out to the families so that they know the steps that they need to take if they remain interested and and being placed on those waiting lists.

As far as our CMAP performance for uh through June, things are still looking very good.

We're still in high standard performer status.

Our late recertifications have been reduced to approximately 600, and we are receiving um partial points, five of the 10 points for that indicator.

Uh, where last year we didn't receive any points.

Um, the date after I wrote our monthly report for uh the partial month of June, we received notice from HUD that we have been released from HUD shortfall status.

This means that we can now um take leasing uh activities and to work towards utilizing more of the funding available from HUD.

So we have been working with the Hackham uh leadership team on strategies of how we want to do this.

Um the goal that we are trying to reach is one CMAP points for for this year for indicator 13 and utilization, but also not going too far so that it doesn't risk a shortfall status for 2027 because of the late date and being at the end of June when we receive this notice from HUD, it doesn't leave a lot of opportunity for the leasing activities that are done for the rest of the year to actually impact 2026.

They will mostly impact 2027.

So we're working with the team to strategize on how best to kind of balance those two items.

With that, um, we're looking, there are um an allocation of emergency housing vouchers that are available.

We have approximately 71 participants right now.

Um that funding is ending uh with HUD.

They rec they think that it'll approximately be run out by the end of this calendar year.

Um a few months ago, we submitted a waiver with HUD to amend um the administrative plan.

Um that waiver was received the day after we got our HUD shortfall status.

Um, and that would that waiver essentially means that we can place emergency housing voucher current emergency housing voucher participants at the top of the waiting list without having them reapply and potentially lose their assistance.

Um, but in order to do that, we need to amend the administrative plan, which we're working on the leadership team on.

Um it also needs to go before the RAB board and a 45-day comment period.

We're also looking to um absorb our portability families, portability families are families that have moved from an outside jurisdiction into Hackham's jurisdiction, and we bill whichever housing authority that the family came from for the housing costs.

So we're looking at moving those families into our program so that they come out of our funding as a part of this process.

Um, and so we will continue to work with Hackham Leadership on the strategies that we want to use for leasing families so that we can also balance the shortfall risk for 2027.

That is all I have for you today.

Do we have any questions or comments from the commissioners?

All right, Madam Chair.

Yes, Commissioner Moore.

Um, I think one of the questions that I have um, and I hope that you know this is still on topic um in reference to um our you know vendors, particularly the landlords, um, another situation uh that actually was talking to one of my aunts, and she was dealing with someone that actually got evicted because uh the rent hadn't been um paid for like the last six months.

Um, and so I'm just trying to figure out like what that I don't know how we capture that data as far as that magnitude, as far as how many people because of a lack of payment have been evicted from their property.

Um I would love to know how we addressing that because again, it's it's it's alarming when people have families and children and the rent has not been paid, communication has been, and this was an individual that was just like she showed me the proof, and I was like, oh boy.

Um, and I don't think um Harold that I've you know submitted that to you yet.

I just had a lot going on recently, but how are we dealing with um vendors, landlords?

We had one come here today.

Um, how are we dealing with landlords that have not been paid in a substantial amount of time?

And when I say substantial amount of time, I'm talking about more than 90 days.

You know, that's I mean more than 60 is already bad, but I mean significantly for me is like okay, your three months or more past due.

Um, do we have numbers of who those are?

Because these are attached to real individuals and real people.

Um, and I'm curious as to what that magnitude is because uh I know that's impacting people.

Yeah, I would love the opportunity to review the case that you're speaking of so that we can look at the details of it.

Um because we keep the data though as to like we who are those vendors that do we know who those vendors are.

Let's say it's a move process and we are someone is moving into a new unit.

We have to get documentation from the tenant landlord, the residential lease, and the landlord has to sign a HAP contract to allow us to begin payment.

Those two documents have to match.

It has to list who is living there, what the rent is, the start date of the HAP contract, and the lease cannot begin before the unit passes inspection.

We see a lot of errors that come in on those documents where we're having to go have communications to get those things fixed before we can actually issue payments.

So I I don't know if it's that relative to that situation.

The other thing that I can think of is our ownership changes.

When a landlord sells a property, um, then there are certain documents we need to get from the prior uh from the current owner to show that they own the property, or maybe they're a new property manager, um, to get those documents for them so that we can begin paying the new property owner for whichever tenant is living there.

A lot of times there is a lot of back and forth on the documents there too.

So again, I don't know what particular instance you're speaking of, and I love to be able to look at it separately to look at the details.

And I know that there are different situations for different things, you know.

There was another one that um you've got any we were looking to resolve, um, but it's just a communication for me because if there's somebody moving into a property and you all give the go-ahead, and then it's backtracked like whoa, whoa, wait, you know, we still need this, this, this, and this.

I'm just confused because if folks are having the go-ahead to move in somewhere, because I'm assuming that you would have to authorize it for in order for the landlord to even say yay or nay.

Um, you know, people are at properties for months at a time before some of these situations need to be rectified, or you know, again, back and forth with the situation with you know uh prominent land, you know, and whatever developer, whatever.

Um, I'm just I I want to know the ma I want to know the magnitude because I only hear the one-offs, and those are the people that just reach out to my office, those are the people that I happen to in conversation here.

I want to know, well, commission, this is what we're dealing with.

We have X number of landlords that are 30, 60, 90, 180, like I I want to know the magnitude because it feels like it's more than what it's being eluded to, right?

And I don't want us to sit here and you know think that you and I know the work isn't easy, but there's also a lot of communication things where people are doing their due diligence.

There are folks that are leaving work to come or missing work to come down to sit at um to sit on Lisbon, and they're going, it's just this back and forth and back and forth, and it should not be this complicated, in my opinion.

So I'm trying to understand, like what do those numbers look like?

That's what I want to know because if I'm hearing people that are being evicted because we didn't do our job, that's unsettling, and again, lots of reason maybe to it, right?

I may be be just hearing one side of the equation, but I think it's important that we have some information so that we know where we are on paying our um our our con or our landlords, um, and and us understanding the magnitude of that.

I can definitely get you those numbers.

We track that.

Do we have any other questions or comments from the commissioners?

Okay, thank you, Commissioner.

Thank you.

CVR.

Um, next item, Harold.

Uh, public safety uh department uh analytics and initiatives report.

Good afternoon, Marlon E.

Davis, Chief of Public Safety for the Housing Authority.

Good afternoon, Captain Nicole McDay for the public safety department.

Can you get a little closer to the mic, please?

Captain Nicole McDay, public safety department.

Awesome.

Good evening.

Good evening.

Uh, we did present our analytics and initiatives report the time period of May 12th through uh June 2022.

Uh the first page is detailing uh some of the uh the pie chart as it relates to our event locations.

Uh if you'll notice on that first page, there's a high volume at the Merrill Park development where the captain will discuss uh some of the things that are standing out and the reason why that stands out as prominent as it does.

Um we really just maintain during this time period uh you know our operational cadence, um being mindful of the weather change and the schools being out.

Uh we concentrated on making proactivity uh the highest uh volume of what it is that we do on a day-to-day basis, ensuring that these environments are safe and secure, of course, for our residents, visitors, and staff.

I'll let the captain explain uh what was uh targeted for Merrill and why you see that large increase on that pie chart, unless you have some more questions for me.

Madam Chair, Commissioner Moore.

Thank you so much.

Um thank you, Chief.

Thank you, Captain.

Um, can you share particularly with uh so this is gonna be two question because I want to know how um and dare I ask uh I want to know how for the developments how the fourth of July went, um, and also specifically for the Merrill Park um location.

I know that quite a few of the residents were not happy about the um furniture being removed in the lobby, and you know, I advise them that um it was you know centered around getting safety sort of back on track.

Can you, you know, if you don't mind um chief providing us an update of what you're you know, if there's anything that you're hearing or um if there's gonna be an opportunity to have the furniture return or what sort of the plan um and how is Merrill Park being stabilized?

Of course.

Uh the first part is out of the fourth call.

Uh we recognize some of the things that went on across the city, and we made sure we maintain a very high visible uh presence in our developments as well as keeping lines of sight on what's going on, and then if we did see something, the officers were engaged in notifying law enforcement to respond as they could.

Uh, of course, we can't be everywhere either.

Uh so uh was there any large magnitude events that happened or reported to public safety?

There weren't, uh, and I'm thankful for that.

I appreciate our residents and their buy-in about being a part of what it looks like to be in safe and secure environments.

So we didn't have a big Fourth of July rush, uh thankfully.

As far as the other questions, uh that's some good questions about Merrill Park and the decisions that were made through executive leaderships and property management.

I'll let uh the captain speak to that as part of that strategy for Merrill Park as it relates to the furniture.

Okay, so um since we attended the Merrill Park uh resident organization meeting on April 14th, we realized that um you know, through um property management and through um the resident feedback um that they were having some issues over there, and so um we implemented um a community safety deployment at Merrill Park, and that deployment included so when those public safety specialists go out, say they have a call for service, so they'll do that call for service.

After that call for service, they will go back to Merrill Park.

So whenever you had a call for service, you'll then go back and deploy at um at Merrill Park.

So that's why you have on the um the pie chart that is so big because after we do something, we go back there.

After we do something, we go back there.

We go back there.

And so from January 1st through May 19th, there was 90 calls for service, and then there were 564 officer and need initiated deployments.

So after that meeting on April 14th, um, from April 14th through May 19th, there was 33 calls for service and 179 officer initiated deployments, and then from May 8th through May 19th, there were 16 calls for service and 57 officer initiated um community safety deployments.

So, before the meeting, it was 90 calls for service, and most recently there were 16 calls for service.

So our proactive the things that we're doing, being proactive is outweighing the cost for service.

Yeah.

Right, and so we are working with uh property management.

Um we've our um um dispatchers, they have uh the camera system up in dispatch area, right?

And they're looking at the cameras, and we recently noticed um when cap uh Chief Davis was out on vacation, um, someone was actually living there, a non-resident was actually living in a vacant unit.

And so me and the lieutenant, um, along with Milwaukee Police Department and property management.

We was able to get him out of there and he was arrested.

How was that possible?

Well, I'm gonna uh you know so well, what we found out, because you know, we have to watch it takes a lot of time, so we me and the lieutenant we had to look at the camera system, right, and kind of piece it together.

So we realized there is like a little landing roof on the back of Merrill, and then we have the laundry rooms, right?

So his mom stays there.

He's not a resident.

So he's a non-resident, but his mom lives there.

So what he did was go through the the window, he took the he knocked out the screen, and he would get on the roof and walk around to the vacant unit.

Yeah.

Because somehow, and the vacant unit was unlocked.

Well, he must have he somehow he pushed the the screen in on the vacant unit.

Oh, from the outside.

Yes, from the outside.

Gotcha.

Okay.

Yes.

So he was living there.

Interesting.

Yeah.

And his mother knew as well, so she'll be receiving violations as well.

Who is the property manager there now?

Do we have a um Amy Bean?

She's new.

Miss Amy Bean.

She's getting trained by Miss Anisia.

Okay.

Uh, with the furniture, um, that was implemented when I was on vacation.

But yeah, we do receive a lot of phone calls.

There are some residents that are that are upset.

Um, but what the plan is is to um get the cost for service down even more, right?

And so we'll reevaluate it at a time to see if we can bring back the furniture in.

Yeah.

So there are some upset residents, um, and we tell them, like we just said today.

Like you said, when we get the, you know, the problems down, then we'll reevaluate it and see if we can bring it back.

But it seems to be working, in my opinion.

Um, because um, you know, because even when we were there on the 14th, there were people at the door trying to get in, right?

And so you have people that's sitting downstairs and they're knocking on the on the door, and some people don't have that willpower to not let them in.

Some people is going to let them in.

So you don't really have that now.

Like if I go over there, I see people be in the community room playing pool, yeah, very quiet, and we not seem not to have those issues anymore.

I love the tactic, and I shared with residents that have called our office that I know that it you know change is hard, number one.

But number two, we were listening during that that meeting to you because they were saying, hey, y'all need to do something, um, and something was done, and even though it wasn't to their liking, I I see the change that's occurring, and so um I just want to, you know, thank um public safety for the work that they've done and just let our residents know that yes, sometimes we do things that are uncomfortable, um, it may be temporary just to get things back under control.

Uh, but I love the tactic that was used to really start seeing a shift in uh um in a short pretty short period um of time.

So, you know, thank you and the staff for the work that you all continue to do.

Thank you, welcome.

Commissioner Nelson.

Yeah, I could really appreciate the role that public safety plays.

You know, once again, I double in my duty here tonight.

I'm a commissioner, but I'm also a six-year resident at Auditon Court.

Some kind of way I missed out why the furniture was removed.

But let me just tell you why furniture was removed or moved around and removed through the years at Olerton Court.

On the first floor, right where the doors are where you enter in and out and turn into a hangout.

Yep, right.

And people were getting really loose, openly drinking.

When the rules said you can't drink, they were fighting, cussing, hollering.

Now keep in mind you got people coming in from the outside public that you know are there on business.

So it's kind of embarrassing.

It's just plain ignorant, if you want to know the truth.

So that was our reason for removing the furniture so they had nowhere to sit and hang out.

So why was it moved from Merrill Park?

Because I missed that.

Pretty much the same.

Uh the congregation, and like the captain explained, you have non-residents that are accustomed to coming and knocking on the window and somebody coming to let them in.

We figure we take away some of that opportunity and then work with our our partners as far as law enforcement to uh do some enforcement action, as they mentioned on the uh the the non-resident uh camping out in the in a vacant.

Uh the police have been there and we partnered with district three very, very closely to have that part done too, the loitering and the the trespassing uh citations and stuff like that.

So it's still in progress.

We're gonna evaluate it, look at the data, see what we can come up with to ease that furniture back in there.

But it was absolutely those reasons that you mentioned and a little bit more too.

So uh looking at the giant piece of the pie that went to Merrill Park, what were the majority of the reasons for the calls, the dispatches to Merrill Park, because I didn't really hear specifically why were there were they fighting drug activity?

I mean, what what was going on?

Of course, uh there was a a combination.

My my public safety specialists, as the captain explained, were directed to respond to Merrill Park in in earnest, deploy there in their non-obligated time.

But then when they were obligated with assignments, the dispatchers would either send them back, the dispatch operators will send them back to Merrill after they're done with, say they came to Arlington to take care of a mail run or whatever, the dispatcher or the public safety specialist himself would say, I'm going back to Merrill.

Or the dispatch operator say, I'm sending you back to Merrill.

Okay.

And you'll stay there until you get another sign.

We've now we've had to include a couple of neighboring uh developments in that rotation because we're going to be concentrating it on a couple of other developments that have some of the same problems or same challenges.

So they've now become accustomed to redirecting their they being the dispatch operators, redirecting our resources back to Merrill.

Hopefully we're not losing coverage anywhere else.

But if something does come up on the radar, then that also gets put in that same type of rotation as well.

So now you go back to Merrill, but then you go over to Carver.

And then you go back to Merrill, and if you get an assignment, cool, but if you don't, you go back to Carver.

And we do that across the whole city.

Almost like a leapfrog type thing, but we're going back to the same spots.

Let me say personally, as once again, as a resident, the visibility of your staff is very important.

Sometimes that can deterior stuff ahead of time.

It could be preventative.

Somebody could be deciding to hang out, start some BS, they see you guys, they become intimidated or it's uh just not worth it.

And then you get you uh your staff does a good job with communicating with the people that they know aren't residents, are on a list.

I don't know if you got a list, pictures, or what, but some of the people they recognize because they go up to them and say, hey, we already talked to you about being here, and they'll say, Oh, I could be wherever I want to be.

This is, you know, so that's a confrontation, but they always leave, so that's good.

I'm talking about things that need to be sustained.

Right.

And what I'm talking about, clearly, is visibility, a patrol, not where you got a pattern.

Cause you know, criminally minded people will check you out and they'll discern what your pattern is, whatever.

But that has helped us at Oliverton Court.

I don't see as many issues repeating itself, you know how something happens over and over again.

Right.

So I want to uh commend you for that, but maintain it.

Absolutely.

Maintain it consistency is important.

It is, and the captain is very strategic in what she does, and I allow that space to uh be defined by what uh her strategies are.

We just discussed them, but they're already most of the time already in motion.

So most of the last to know, but the partnership with uh law enforcement park property management and and public safety is something that we're trying to uh continue to grow and and ever shift and pivot when we have to, but it's it's it's a 24-7 uh undertaking for sure.

Madam Chair.

I I thank you, Commissioner Nelson, and just one, yes, Commissioner Burrell.

I just want to say as a resident, uh, Tamara residents they would be okay because we had to do it out there in West Line is just like a little punishment for a minute, uh because uh the civil fact us as residents, we all know who's uh violating their lease or what have you or whatever.

So you know, you do wrong, you got you do crime, you gotta pay the time.

So you know uh, I'm not just taking up for the residents or what have you or whatever, so it is what it is.

You know, just don't feel so sorry for the residents or don't just you know, have a pity party, let them crawl.

You know, you have to crawl before you walk, it is what it is, just do what you have to do, simple as that.

Okay, madam chair.

Thank you, Commissioner.

Uh Commissioner Snyder.

Thank you.

Um today is a year that I've been on the board, and the April 14th meeting at Merrill was the most the most memorable event of my year of involvement, and um that was very visceral.

People were really angry.

I noticed that there were a couple of people who were worried about retaliation.

So I was gonna ask, um, first of all, did you get a chance to talk to the people who were the spokespeople at those meetings?

I know you went to talk to the group, but did you go talk to the individuals as well?

Because they were the squeaky wheels.

Yes.

Yes, yes.

And then there were others that we talked to as well.

So when and then when we because we're over there so much, um, you develop part you develop relationships with certain residents and they will tell you what's going on and so forth, so absolutely.

Um, uh well, thank you, madam chair.

Madam Chair.

If I can get put back in the queue whenever you're done.

Okay.

I I just wanted to know how are we increasing presence per shift with with children being out now?

Of course, residents have an increased company is summertime.

You know, and um along the lines of what you're doing, are we walking the uh developments?

Are we uh it in addition to the driving and the monitoring of the cabin uh cameras, how are we partnering with MPD to really leverage their resources?

Okay.

Those are good questions.

Uh the the most important one is how are we, how are we positioning you know our our resources and the best way to get the best bang of the buck?

Uh we devised uh and we we came up with a split type of shift starting.

So say if we have uh 8 a.m.

to four p.m.

shift, then we have a 10 to 6 shift, a two to 10 shift, and then a four to midnight, and an eight to four.

So as much as we can stretch the limited resources that we have, we figured out ways to do that through shift uh times.

So we have overlapping shifts.

That was the first question.

Um, the second, are they walking?

Yes.

Absolutely.

Uh we have established in our record management system a checkpoint system for each building where our lieutenant went in to every individual building and applied checkpoints in the hallways, corridors of every high rise, mid-rise development.

And even in our family developments they're also strategically placed parking lot light poles and things of that nature so that our officers are going there taking their phone I was here and that's for every development that we have um and we check it and we level set the expectations and that is a on foot uh deployment so they do have to get out of their car we're not riding around in cars uh we're getting out walking and talking and being in developments like the captain said they're they're establishing relationships and I I would like to see what the residents think about that it's been three years now right so I think we're finally moving in that direction we've changed the narrative of public safety for the housing authorities in Milwaukee.

Okay thank you I'm sorry go ahead and we also meet with MPD our lieutenant has um we have partnered with every district and we meet with them and um we go over um you know we go over our reports and they go over their reports as well and then we we kind of go back and forth and say okay we need somebody on 46 and hope we notice that like the police are tell us what they need from us and then we'll tell them what we need from them as well because they also do patrols particular at Mer at Mirrell Park as well but it's solely our responsibility but they assist when they can because they have the whole city too to patrol because sometimes they can't be there when we can be there they can't be there.

But they also do their own patrolling at um Merrill Park for sure as well and I believe college uh college court as well.

So we do have these uh stand-in meetings uh zoom meetings and um like I say we exchange information they let us know with some things and we let them know some things as well okay and this pertains to more like uh West Lawn Parkland some of the other quarterly month quarterly meetings with those districts district four district seven district three district five district two I don't think we set up with district two uh consistently there have been a little change there but the the the high hitters absolutely we have relationships with those districts I have relationship with the district leadership and we do uh frequently talk okay um so there's it's not a relationship where we're hoping that there's some partnership there's actually some partnership and we have those quarterly meetings as part of that um part of that cadence thank you absolutely Commissioner Moore um thank you so much madam chair um going back just really quick uh chief the public safety checks um I think that's fascinating because they do it at city hall when I'm here late and folks are you know going around they would take their phone and I and one time I was like what in the world and then it was explained to me what they were doing and I was like that is actually pretty smart um how often are those checks done like is it two twice per shift once per shift um give me sort of a cadence on how often those checks are done.

Uh sporadically when the officers get the the opportunities the expectations are that they're doing them the the leadership staff checks them periodically but again we're talking about resource management as well yep you know it's in a perfect world every building would be hit every day but yeah we don't have that uh that really reality yep so it's sporadic okay um but they're still doing it and it's the expectations and everybody knows and it's in place excuse me and in the event that our resource pool uh widens and we get more uh wrecks or or whatever then that'll look totally different but we have to concentrate on where we know we need to concentrate on um but it is it is regulated through SOPs and what the expectations are excellent it exists and I'll say sporadic and then last question that I have is in related relation to vacant units.

Are managers expected to um view not view, what's the word I'm looking for uh monitor.

Like if I know that I have 10 vacant units in my building, is it my is it um how um housing manager's responsibility to check it once a week, or I I don't know how that works, but if something is vacant, um because I'm just thinking about individuals, because this is not the only time that I've heard that other people have been living in vacant units.

Um where does a housing manager come in when we talk about vacant units?

And I don't know if that's a question that that's a question for somebody.

I'll answer.

Okay, thank you.

So thank you so much, Harold.

Yeah.

Uh the managers um and maintenance should be around and monitoring the vacant unit.

Um, because they're on the site.

Um we are uh breaking up um we're gonna put maintenance back on the sites and uh get rid of central maintenance, so there should be more eyes on the sites.

That does not mean that somebody's not gonna get in a unit.

No, no, no, not at all.

And um live there uh illegally, but it will help minimize it.

It will help public safety um take care of the issue, and typically it would be public safety's responsibility if that is an instance, we would then reach out to public safety to address the eviction of that individual.

It's not an eviction because you have just recognized them as a tenant.

Correct.

Correct.

Removal, removal, my bad.

Removal, removal of a person who's living there illegally.

Yes, um, public safety, uh, as they said, we'll work with the police department to do it.

And I just note though the incident that happened at Merrill, act the information actually came from a resident that they were dealing at drugs out of there.

Yep, and there was evidence of you know some drug dealing out of there as well.

Thank you for that feedback.

You know, the residents are helping us uh you know, do our jobs.

Yep, right.

Thank you, Madam.

They saw something and said something.

That's it.

Um we have a comment question from Commissioner Snyder.

Um yeah, I forgot my question.

I was gonna ask.

So was there there was talk about retaliation at the meeting on the 14th, was there ever any evidence of that after we left the meeting?

No, not that I would have become aware of.

Okay, I'm glad to hear that.

Um I have a question, Chief.

Um, I think I probably know the answer, but um there was reports that ICE was parking on county property.

Yes.

Um, I think at the DOMS.

A couple of other places.

Has there been any conversation or any instance of ICE parking in our parking lots, especially on the south side?

Not that we have been made aware of, no.

Okay, thank you.

Thank you, Commissioner.

Okay.

Um if there are no other questions or comments, um, we thank you all for your continued services to Hackham.

All right.

Thank you.

Thank you.

And um Harold, if you would like to proceed with your next item.

Um I will combine the two.

Okay, so make it a little quicker.

Um it's Hackham's sustainability plan uh periodic plan report and Hackham's recovery agreement for May 2026.

And that will be given by Ken Barbeau for the last time.

Good afternoon, good evening.

Ken Barbeau, Chief Operations Officer for Program Services.

Um so on June 26th, you have a copy of a letter that we got from HUD updating us on the status of the sustainability plan.

Uh at this time, we got there's a total of 24 major findings in the plan.

Um and of the 24, this is a good news, bad news.

Of the 24 findings, HUD has deemed 14 of them completed and closed.

So 14 of the 24 are completed and closed.

Uh the bad news part of it is that the remaining 10 have not been completed and are currently passed due.

Uh, and there's reasons why, but let's I'll walk through the items so you kind of get a feeling for what the items are that are remaining.

So uh the first one, I don't know if you're following on the letter, but the first one is uh govern in the governance 05.

Uh and what that is is a cost allocation plan.

We have to develop an implement a cost allocation plan.

Uh because we now have a new CFO chief finance officer, we have a draft cost allocation plan that was drafted for us by BDO.

He is going to be reviewing it and revising it.

And so John Larson will be uh working on this over the next month or two.

Uh in the second one, Gov 07.

Uh, that is developing an asset management report to the board.

This is actually an example of one where we thought it was completed, and HUD said, no, no, no.

And so uh in this case, this had been done, it had been submitted to the board, the asset management plan.

If you remember last October, I think it was, uh, we went over it.

Um, but it did not meet a requirement that was in the detail of the HUD comment, which was for any properties that had failing HUD inspections.

The report needs to include the status of repairs and/or capital improvements necessary to improve the conditions of the property.

We summarize the Inspire inspection results and summarized it by type of uh uh deficiency.

We did not really go into the detail of the status of the repairs, and so uh that will need to be added to the report, and then it will pass.

Okay.

Or I believe it will pass anyway.

I can't speak for HUD.

Umagement O2, uh HUD must decrease its tenant accounts receivable ratio to 2.5% for each property.

Um I will be honest, this is a long-term goal.

Uh, because it's going to be really difficult to get our accounts, tenant accounts receivable down that far quickly.

And so we're doing what we can in terms of uh repayment agreements in terms of evictions, uh, but 2.5% is a quite a small number, and so uh we are working on it, uh, but in any event that's that's one that may be a little harder to get to.

Uh finance 01.

So again, you'll see a lot of these are financial, and because we haven't had a CFO for a while.

So these are gonna be in the process of getting uh looked at and taken care of by our new CFO.

Finance 01 is complete performance evaluations for the financial accounting staff.

Um we've had some turnover in the financial accounting staff as well recently, and so uh John Larson or CFO is working on you know getting to know the finance accounting staff and reviewing thing uh reviewing their performance, and uh at some point we'll get that more formalized so we can close that out.

Finance 02, uh, amend or develop financial policies and procedures.

Uh again, we have a draft, we have always had a policies and procedures.

HUD wanted us to review it to see what is missing, are we following everything, and to develop any revisions that are necessary.

Um BDO did another uh crack at a draft and it was on the policy side, not necessarily the procedures side.

Um John Larson is gonna be reviewing that as well, and we'll uh come up with a revision.

Finance 05 is develop and submit a new cost allocation plan.

If that sounds like we've just heard that, we did.

This is a duplicate that HUD has twice, once in governance and once in finance, because they felt it fell into both places.

So when we do that, we'll close out two items.

Um physical 05, develop and implement an inventory control policy and system.

Uh we had started to do that.

Uh we never got very far.

And uh we now are getting back uh John Larson has contacted YARDI because we have to do some setup in YARDI to be able to set up the inventory system in accordance with how they have their uh system uh in YARDI.

We then have to do a uh a first uh the first shot at an equipment roster, so we have to take a real inventory and get that all into the system.

So we have an equipment roster.

And then we need to develop quality control process to make sure this is updated regularly.

And so those three items are a shared responsibility, probably between the chief financial officer and the chief operations officer to work on because part of it will be done.

The actual inventory will mostly be either at the sites or in the maintenance department.

And so part of it falls under the COO, and part of it will fall under the CFO because some of it is financial.

So that is being worked on.

I believe John Larson has had a conversation with YARDI to schedule them coming in to work on the setup of the system in the next month or two.

The next one physical 07, conduct required annual inspections of all public housing properties to identify and correct deficiencies prior to the next REACK inspections.

We are undergoing REAC inspections in the next couple weeks.

We're and actually at this week we even had a few already.

Not only to do this year's inspections, but also to catch up for inspections we should have done for the prior year.

If a if a property failed, we needed to do a hundred percent inspection of all the units, and so there were a couple properties that had a score that was a failing score that we had to do.

Most of our properties passed, but there were a couple that were failed.

So those are ones that we're catching up on, and we're I think almost caught up on those, but we also have to inspect all the public housing units.

That's one of the requirements, and so we're working on it is uh what I can say, and I don't know exactly when, but hopefully between now and the end of the year we'll be caught up on that one.

Uh the CFP 01.

Uh the finding is that the current and future CFPs capital fund plans for those who need a reminder as to what a CFP is.

The capital fund plans have to be updated to incorporate repairs and capital needs identified in the physical needs assessments.

There are two things.

Um we've had some staff who've left uh recently, and so um, so this has not been completely done.

Uh we are hiring staff to take care of this and to work on the capital fund plan, and to make sure that the needs that are uh identified in the physical needs assessments are incorporated to the extent we can.

Sometimes HUD had the feeling we were focusing in on some other things and not necessarily what was in the physical needs assessment, so uh we need to uh do a better job on that, and uh I believe once we get the staff working on it, that will be done.

Uh and John Larson is kind of heading that up, working with the CO, the new COO.

Uh the second one, CFC FP02, capital fund and budget policies do not address required actions in ELOCs.

We did put together a policy on how to do changes to the capital fund.

However, the required actions in ELOCs is a very specific thing, and it has to do with noting expenses and noting obligations, and as you know, that has been an issue, and so um we need to have a few sections that are more detailed in the plan uh to address some of those items uh in our policy, those are the items that are still outstanding and past due.

With that, so again, good thing uh we've got a couple more that are done.

The bad news is we have a few more that to be done.

Uh we are past due, uh, and so with that, I'll take questions.

Okay.

All right.

Do we have any other questions or comments as it relates to Ken's report?

All right.

Madam Chair, Commissioner Yepes Classen.

And thank you for breaking down the items that are passed to.

I'll check again with what was submitted electronically, but the two governance items are missing from here that are passed due.

But did the did the HUD office give us a timeline of when we have to complete all of these?

We already had had an extension, so we are beyond the extension.

So we will be getting no more extensions.

We are past due and need to get them done as soon as possible, which may vary by which item it is.

And are we um submitting then whenever we complete, we're submitting information is on an ongoing basis as each item is completed, or are we waiting until all of them are complete to submit?

No, for example, um recently I've submitted uh information about what BDO has given us and things, but um, but that's not final, and so to HUD, that's still an open item until it is finalized.

Okay.

Commissioner Snyder, thank you, madam chair.

One thing I would add again to uh uh Commissioner Yepes Class's question.

Yeah, um under each finding there are several actions that have to be taken.

And in some cases, we may have closed out three of the actions and completed three of the actions, but the fourth one is the one that's open.

In that case, HUD holds the whole finding open until it's closed, until the whole thing is closed.

Under each like individual finding where you have it broken down?

Right.

If you look on the on the page, you'll see a number of cases where in the uh breakdown there might be three things in green and one in red.

Okay, that is the one in red is the one that's uh open and the one in ones in green are closed.

Thank you.

Commissioner Snyder.

Uh yeah, I was trying to read between the lines of the various findings, the closed ones and the ones that were still open.

And I was waiting to hear, is there a l is there an inventory list of all of our property?

Is it somewhere within is that something that HUD was interested in or we had it, we didn't have it, do we have it now?

And every one of those properties has a lot of equipment in it.

I mean, even paper is an asset.

So I was curious about that.

As part of the policy, we would probably be doing a procedure where we would we're not gonna be counting every paper clip probably.

However, excuse me, however, we will we used to have an inventory a long time ago when I started with the housing authority.

At some point they went away from an inventory system because it wasn't being kept up or wasn't working right, and did not incorporate it, thank you, did not incorporate it again.

So we need HUD requests said, you know, you're a big enough size that you really need to have an inventory system, and so this is our case to do that.

Uh a, it's to make sure that you know what you have, and it's also to make sure that things aren't walking.

So things are not walking.

So um, so there were there are a couple different reasons, and it's useful from an accounting standpoint as well.

To make sure that when property is used, when something is used, that it's charged to the appropriate property and funding source.

Madam Chair.

Yes, you still have the floor.

Oh, thank you.

Um, was that a HUD finding?

Either back in the day or recently, that there was we either didn't know or didn't report property that we owned.

It well, it had to have been somewhat of a finding to end up in the sustainability plan.

I don't know that there was an official finding on it, however, and I don't believe it was ever noted as such by our auditors in the past, but but HUD has identified it.

Madam Chair, that's what I meant by trying to read between the lines of the titles of the findings are not always as explicit to maybe Karen knows, but Howard doesn't.

Madam Chair.

Yes, Commissioner Moore.

Um, just along those lines, um, in regards to the property, um, will that go across the board to maintenance?

Because there was some conversation some time ago that um stuff just walked away and just disappeared.

Will that same sentiments be moved, especially if maintenance is coming back to the property?

Um, will there be some sort of inventory system for supplies there?

Yes, in fact, that'll be one of the major in systems.

I mean, that's I think where the most value is, but whether maintenance is prop on the property site or maintenance is centralized, either way, they're both going to be included in the inventory system.

Perfect.

And it will also include not just public housing because this finding specifically addresses public housing, it will be across the board to our properties.

And and Ken, would it be the the sort of system that we would use to, you know, is there something that is for specifically for public housing, or is it do we have to purchase a system in order to track those sort of high-end items or just items?

We did procure the inventory system that YARDI has.

Okay, it's a module within YARTI, and so that's what we'll be using because YARDI is we have our finances there, we have our housing data there, it's the natural place for it because it's all incorporated.

Perfect.

Thank you.

Madam Chair?

Commissioner Snyder.

Thank you.

Um, maybe this is for Mr.

Ant.

Um, would the record keeping the dissemination of information to us?

Would that be under the auspices of the COO or the CFO or neither?

Great question.

What information?

I mean, most of the stuff comes from the executive office to the board uh through um Patty and her staff.

Um so that that's the way it would come.

Is there something in particular you're asking?

No, I was just wondering if it could be a CFO function, or it could be a C O O function, or it could be neither.

It it will come to me.

Okay, and then it would be disseminated to the board.

Okay.

Thank you.

All right.

Are there any other questions or comments as it relates?

Okay.

There being none.

We have uh one more thing.

Um Patricia D will be closing out the executive search committee.

Yes, uh, Chair and I just wanted to have just a quick note on the record.

So at the September 10th, 2025 Hackham board meeting, the commissioners approved resolution R 13635 creating an executive search committee incorporating board and subject matter experts from outside Hackham who embarked on a comprehensive search for the next secretary executive director.

The resolution resolved that the board established a temporary committee that shall meet from time to time as determined at the call of the board chairperson.

Okay, and you don't have to get up, just stay right there.

Um the board chairperson until such time as the permanent secretary executive director is approved by the board.

So with that language in place, the chair and city attorney agree that no formal action is required to officially end the work of the committee.

So there's no action that the board needs to take, but we did want to have the discussion just to note that.

And with the hiring of Mr.

Inns, that the work of the executive search committee has concluded, and so the the committee is now disbanded.

But the staff would like to thank the members of the committee for their diligent, detailed, and dedicated work.

Their extensive time and expertise resulted in a candidate for Hackham that they can be very proud of.

The members of the executive search committee were Hackham Board Chair Charlotte Hazlitt, Hackham Vice Chair Karen Gotzler, Hackham Resident Leader, and in the audience tonight, Betty Newton, and community members, Michelle Bryant and Pastor Willie Davis.

Thanks also go out to the members of the public, partners, and public officials who participated and provided their feedback throughout the process, both about the course of the committee's actions and about the candidates themselves.

That feedback was valuable to the committee's actions and informed their considerations of the candidates.

So we just wanted to make an official put it to bed.

Yes.

And on behalf, official behalf of the Board of Commissioners, thank you for your professionalism, your thoughtful leadership, as well as your unwavering commitment to the mission of Hackham and the residents we serve.

It has truly been an honor to work alongside of each of you.

So if I could just have my fellow commissioners to join me in giving the executive search committee a well-deserved round of applause.

Good.

Madam Chair.

Yes.

Vice Chair Gotzler.

Can we uh send them something in writing?

Yes.

The other members that were not, you and I, yeah.

Yes, that's underway.

They did an immense amount of work.

Yes.

Immense.

And I think unless you were part of it, you don't even know how many hours were spent and all the research that had to be done.

And um, and I must say, I think we couldn't have done any better than we did, because we have Harold Ince Jr.

as our CEO.

So I I want to be sure, and they were very much a part of the deliberations.

Absolutely.

We counted very much on their input.

Thank you.

Thank you.

Thank you for that comment.

Um, is there anything else before we move to the next item from our commissioners?

All right, I'll turn it back over to you, Patty.

Item number four is a resolution commending Mr.

Ken Barbeau for 27 years of dedicated service to the Housing Authority of the City of Milwaukee.

Uh, I'm gonna read the resolution, and uh then I think we'll proceed from there.

Uh, whereas Ken Barbeau is scheduled to retire on July 10th, 2026 from the Housing Authority of the City of Milwaukee after 27 years of service to Hackham's residents, voucher recipients, and the people in neighborhoods throughout the city of Milwaukee, and whereas Mr.

Barbo has served the Housing Authority and its residents in a number of roles, most recently as the interim secretary executive director, unanimously appointed by this body in January 2025, tackling the role as Hackham faced the challenge of being named a troubled performer by HUD, providing a long-serving and informed hand at the rudder of the organization as he shepherded Hackham's comprehensive turnaround effort to restore public trust, stabilize operations, and chart a new path forward to ensure continued services for more than 10,000 Milwaukee families, seniors, and adults with disabilities.

And whereas Mr.

Barbo's interim service allowed the Board of Commissioners and its executive search committee time for a thorough and transparent recruitment process, resulting in Harold S.

Inns Jr.

succeeding him in the role as Secretary Executive Director.

And whereas Mr.

Barbo's service prior to being named interim secretary executive director included titles such as economic development and supportive services manager, director of community programs and services, and most recently is the chief operations officer of program services, where he led Hackham's mission to enhance and improve the lives of Hackham residents by providing quality supportive services, including education, employment, health care, youth development, senior services and financial literacy programs, partnering with dozens of nonprofits, and advocating for services and programs to enhance the lives of residents in Milwaukeeans.

And whereas Mr.

Barbo's expertise was also utilized by Hackham as one of its organizations' grant writers during a time in which the organization received over $500 million in finance, $500 million dollars in financing, which provided for new and approved housing and additional resident services, the impact of which would affect residents' lives in ways big and small and ripple outward, expanding throughout Milwaukee and beyond.

And whereas Mr.

Barbo's leadership, defined by humility, clarity, and an unwavering commitment to doing what is right for the people, Hackham serves, leaves a multitude of warm memories amongst Hackham staff, as he never refused to request was his staff, conquered the largest of projects, and was expertly able to take in verbose technical jargon and quickly assess the correct and complete actions required among so many other abilities that will be greatly missed.

Whereas Mr.

Barbot is a shining example of a servant leader whose principal strives to ensure that all people feel both heard and empowered, forges collaborative solutions between diverse stakeholders and earns respect through hard work, consistency, and a deep moral compass.

Now therefore, be it resolved by the Housing Authority of the City of Milwaukee to Mr.

Kim Barbeau B and is hereby thanked and commended for his 27 years of dedicated service to improving the lives of citizens of Milwaukee, including public housing residents, voucher recipients, and other low-income families, and be it further resolved that best wishes of the board and staff be extended to Mr.

Kim Barbo for a long and fulfilling retirement.

I guess I will stay standing because we have something to present officially.

We have the outstanding service plaque here for Kenneth G.

Barbo, the Housing Authority, Board of Commissioners, and staff.

Gratefully acknowledge your many contributions to the Housing Authority and its residents, and over 27 years of service, dated July 8th, 2026, signed by myself, Charlotte Hazlet, as well as our secretary executive director, Harold uh Ents Jr.

So thank you.

We're gonna do that, yeah.

We're going to do that.

Hold on one second.

Right, present the problem.

Yes.

Pictures.

We'll be doing a group photo, by the way, with the rest of us.

We can do it, yeah.

Yeah, yeah, yeah.

Oh, we'll we can do it after.

We'll do it after.

To Lisa, we'll do it after we close.

Yeah, so it's more professional.

So we have to move on adoption.

Yep.

That was a beautiful interruption.

Chair.

I move the adoption of the resolution.

Wonderful.

Would someone like a second?

I'll give it to Jackie.

Is there a third?

No, I'm just giving it.

Unanimous.

Wonderful.

Can we get a roll call, please?

Commissioner Nelson.

Aye.

Commissioner Paz Classen.

Aye.

Chair Hazlet.

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Burrell.

Aye.

Commissioner Snyder.

Aye.

Commissioner Moore.

A resounding aye.

Okay, wonderful.

I'm very happy to find that.

So, um at this, I'll say it right.

I don't have it in front of me.

Okay.

Well, my gosh, it's so bittersweet.

This is your last meeting.

I know.

It's hard.

Unless you come back from the case.

Unless our public visit, I could I could come and do a public listening session.

I expect to see your name on the list, sir.

But but on behalf of the Board of Commissioners, I mean, it's it's bittersweet.

We've been through a lot, can in this year and a half we've been serving at the board.

Feels like more than that.

It does.

And you also invited to the resident council meeting in West.

And didn't we think it was only going to be for a few months?

Wasn't it?

Yes.

Some people said six.

I said well, more likely nine.

Yes.

But I mean, we cannot thank you enough for the countless hours, the the sleepless nights.

I mean, you have been such a force throughout this phase of the organization.

And I mean, we cannot thank you enough for what you've done for the agency for over 27 years.

You did not hesitate when I placed the call and on behalf of the commission to say, hey, can you?

So thank you for answering the call and and just not backing down.

And during these tumultuous moments, as you can see, we we are moving the needle in the right direction.

Your commitment to the organization continues to show throughout the work as well as the people.

So on behalf of this commission, we thank you.

Thank you, thank you.

And we look this this is a see you later.

This isn't a goodbye.

It's we have you on speed dial.

But no, but thank you so much, Mr.

Ken Barbo, for your 27 years of service to the housing authority of the city of Milwaukee.

Thank you so much.

I mean, I I want to thank the board and the executive staff for those kind words in the resolution and for the kind words today.

I you know I'm very honored.

I feel while I feel a little, you know, I I will miss the work, it's a right time because we have a good ward in place with a lot of good people and good talent.

We have a great executive leadership team that is now, you know, has a full three-person compliment, and I feel really good about retiring and leaving those sleepless nights to someone else.

Um and over the years, you know, I've been surrounded by a lot of talented co-workers who have helped to make this a successful organization, and uh and a lot of uh those co-workers I have considered mentors as well, and so and I also am gonna miss a lot of the residents that I've gotten to know over the 27 years, uh, and we'll miss them as well.

So um with that, you know, I'm honored to have served the mission of this organization because I really believe that the mission of this organization is a great one, and we've accomplished great things over the last 27 and a half years and more since 1944, and serving 11,000 families and keeping them housed and stable in housing is an important work.

So thank you all.

Thank you, thank you.

Thank you.

You're gonna miss me, right?

I'm gonna miss each and every one of you.

I say me, Ken.

I see me.

And you especially, okay.

I may show up at your door to see how things are going right now and then and your meetings.

More than welcome.

Okay, so we are moving to adjourn this meeting or moving forward to adjourn.

Can is there a motion?

So moved.

All right, is there a second?

Second.

Okay, all in favor.

Can we signify by saying aye?

Aye.

Are there any opposed?

Say no.

Any abstentions?

All right.

The ayes have it, we are adjourned.