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

on Wednesday, April 15, 2026.

Patty, can we get a roll call, please?

Commissioner Burrell?

Present.

Commissioner Pez Classon?

Present.

Commissioner Nelson?

Present.

Chair Hazlet?

Present.

Vice Chair Godzler.

Present.

Commissioner Snyder.

Present.

Commissioner Moore.

Present.

Thank you.

Can you read the next item?

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

I move.

Second.

Okay.

Can we get a roll call, please?

Commissioner Burrell.

Aye.

Commissioner Pez Classon.

Aye.

Commissioner Nelson.

Aye.

Chair Hazlet?

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Snyder.

Aye.

Commissioner Moore.

Aye.

Item B1 under reports and discussion items is a resolution approving an employment contract with Harold Ince Jr.

for the position of Secretary Executive Director.

Greg Cruz and Todd Slusar will discuss this item.

Good afternoon, everyone.

Craig Cruz with the City Attorney's Office.

Todd Swiss are senior housing senior HR Business Order.

Thank you.

Welcome.

Thanks.

So before you we have the employment agreement for Harold Ince Jr.

to be the next uh Secretary Executive Director for the Housing Authority.

I believe you all received a copy of it ahead of time.

Um I'm happy to go through it line by line and kind of talk about the basics, but if everybody's had a chance to read it, I don't want to waste time.

So I defer to you all on what how you want me to kind of go through everything.

Um if you all had specific questions or just wanted to talk generally about it.

Um Vice Chair Gotzler.

Uh Madam Chair, I move that we go into uh closed session per just a minute, I'll find it.

Oh, thank you, Patty.

I can't see that, but uh section one nine eight five one C of the Wisconsin statutes or 19.851E or E.

Both, yes.

Oh, so um is there any information you want to give them about going into closed session before we move to do that?

Uh or should we go into closed sessions?

Should we vote to go into closed session first?

Um I can I'll just say briefly we've we have operated under the 1E um exception before.

As you guys know, it's it's employ or it's uh individual specific, so we're just gonna be talking specifically about the terms of employment and and not more general broad policy things.

That's the only reminder that I had.

Um but we've used that one a few times now, so I think everyone's pretty comfortable with it.

Thank you, Attorney Cruz.

Can we get a roll call, please?

Oh, actually, uh we haven't moved yet.

I have to do a little spiel and then we can move and say oh, I'm sorry.

Um jumped ahead.

Please proceed.

It's exciting stuff.

Um the Board of Commissioners of the Housing Authority of the City of Milwaukee may receive a motion to convene in closed session at City Hall Room 301B, pursuant to section 19.851c of Wisconsin statutes to consider employment promotion compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility.

And I missed the part where I said this is regarding Harold Insei Jr., candidate for Secretary Executive Director, as well as pursuant to Section 19.851E of Wisconsin statutes to confer with a representative of council regarding deliberations or negotiations about the purchasing of public properties, the investing of public funds, or conducting other specified public business whenever competitive or bargaining reasons require a closed session.

The board may then reconvene an open session concerning such item during the closed session.

After the closed session, the board is expected to then reconvene in open session concerting additional items on the agenda.

During the closed session, all members of the public and staff not a party to the discussion must leave the room.

Once the closed session is completed, we will reopen the doors and let any members of the public and staff back into the room at that time.

Is there a motion and second to go into closed session based on the exception just read under 19.851C and E.

So moved?

Second.

Thank you.

Roll call, please.

Commissioner Pez Classic.

Commissioner Nelson.

Vice Chair Gossler.

Commissioner Snyder.

Commissioner Moore.

To go back into open session.

So moved.

Oh, sorry.

Go ahead.

Howard get the second.

Second.

Okay, can we give us a new roll call?

I'm on this end of the table.

Okay, so to move back into open session, Commissioner Burrell.

Aye.

Commissioner Pez Classen?

Aye.

Commissioner Nelson.

Aye.

Chair Hazlet?

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Snyder.

Aye.

And Commissioner Moore.

Aye.

Great.

Thank you.

Can you read the next item, please?

Or I'm gonna read this item again.

Yeah.

Because you want to move on the oh yes.

Yes, I do.

I just got to insane.

So we are still discussing the resolution approving an employment contract with Harold Insei Jr.

for the position of a secretary executive director.

All right, can we get a motion?

So moved.

Is there a second?

Second.

Can we get a roll call?

Commissioner Burrell.

Aye.

Commissioner Paz Classon.

Aye.

Commissioner Nelson.

Aye.

Chair Hazlet?

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Snyder.

Aye.

Commissioner Moore.

Aye.

Motion passes.

Great.

No.

No.

Thank you all.

Um, item number two is a resolution approving an award of contract to William Sackerson Construction Company, Inc.

Incorporated, Cuttahay, Wisconsin, for elevator modernization at Hillside Terrace in the amount of five hundred and seventy-four thousand six hundred and six dollars.

Allison was Nicky can begin discussion on this item.

Good afternoon, Commissioners.

Allison Wasniki, Vice President of Construction.

Um, this is a contract for the umornization at Hillside.

Um, and the contract or the lowest bid came in at five seventy-four six oh six.

And we're just looking for approval to move forward.

This will be under uh capital funds in the twenty twenty-four year.

Do we have any questions of the commission?

There being none, can we get a motion?

I move that we approve uh resolution one three seven five three.

Thank you.

Commissioner Burrell.

Aye.

Commissioner Pez Class.

Commissioner Nelson.

Aye.

Chair Hazlet.

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Snyder.

Aye.

And Commissioner Moore.

Aye.

Item number three is a resolution approving an award of contract to Bergland Construction Company, Milwaukee, Wisconsin, for facade repair on Hillside Terra at Hillside Terrace in the amount of two hundred and twenty four dollars, four thousand dollars, five hundred dollars.

Alice Mesniki will speak on this item.

Again, Alison was Nicky, Vice President of Construction, Trevo Incorporated.

Um, this is again for the facade repair.

Um, it's a lot of uh window clock and um masonry unit repair at Hillside terrace high rise.

And um, we're just looking for approval again.

This will fall under the twenty twenty-four CFP account.

Thank you, Allison.

Do we have any other questions, comments on this item?

Okay, there being none.

Can we move or I mean can we get a motion?

So moved.

Is there a second?

Second.

Can we get a roll call, please?

Commissioner Burrell.

Aye.

Commissioner Pez Class.

Aye.

Commissioner Nelson.

Aye.

Chair Hazlet.

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Snyder.

Aye.

Commissioner Moore.

Aye.

Motion passes.

Item number four is a resolution approving an award of contract to Masonry Restoration Incorporated, West Dallas, Wisconsin, for facade repair at Arlington Court in the amount of $449,000.

Alison was Nicky will speak on this item.

Good afternoon, Commissioners.

I will not reintroduce myself again.

This is uh the facade repair for Arlington Court.

Um, this is a full mason or this is masonry um and paneling um for this contract, and this is just looking for approval again, 2024 CFP using to obligate.

Thank you.

Are there any other questions or comments?

Madam Chair.

Yes, Commissioner Snyder.

Thank you.

Um, how many bids were there?

Uh there were the four bids.

Oh, okay.

And were there any from the city of Milwaukee?

No.

There were none from the city of Milwaukee.

Oh, from organizations that yes, one burgling construction is within the city of Milwaukee.

I thought you said that they were um West Alice.

Uh this one says Masonry Restoration.

Yes, yes.

So Masonry Restoration is in West Ellis, and they're the awarded contractor.

We did get a bid from Berglund was which is within the city of Milwaukee.

Was it significantly higher than the winning bid?

Um they were 40,000 higher.

And Bergerland did get the previous contract.

That is correct.

Yeah.

And they're currently working on a locust court location as well.

Okay.

Okay.

And really and truly, when it comes to our bids and the way that they come in in the federal funding, it none of that matters.

The low bid is truly what matters when it comes in, as long as it's a responsive full bid that um fully incorporates the entire scope.

It doesn't matter where they're located, they could be out of state.

They I really and truly it's low bid when it comes to federal funding.

It matters to me.

I I do understand it matters to me as well.

But in this case, we have to take the low bid.

Okay.

Thank you.

Madam Chair.

I would like to move the approval of the resolution.

Before we move, um, Commissioner Nelson, I believe had a so when you uh say uh Fouquet repair at all in the court.

Is that for the outside of the building put cracks and close and stuff?

Yes.

Okay.

So we've had um a designer come in, evaluate the exterior of the building, and then put a scope together for us that we put out to bid, and then um we have contractors bid on that and we take the lowest bid and they're going to repair the exterior facade.

Um that is a requirement of the city of Milwaukee every five years.

You have to be assessed if you are a high rise.

Okay, thank you.

You're welcome.

Thank you.

Vice Chair Gotzler, if you could proceed, please.

Sure.

Um I I am very pleased to be the maker of the motion um to approve the resolution for the facade repair at Arlington Court.

Um, and uh I suspect that uh Commissioner Nelson may want to be the second.

Uh second it.

And not because I live there.

Wonderful.

Uh can we get a roll call, please, Patty?

Commissioner Burrell.

Aye.

Commissioner Paz Classic.

Aye.

Commissioner Nelson.

Aye.

Chair Hazlet.

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Snyder.

I'm gonna abstain.

Commissioner Moore.

Aye.

Yeah.

Motion passes.

Item number five is a resolution approving an offer to purchase by Orvix LLC for the scattered sites home located at 1302 South 21st Street, Milwaukee, Wisconsin, for 111,000.

This is a four-bedroom single-family home located on the in the eighth Aldermanic district.

The property has been vacant since 2024 due to repair costs exceeding Hackham capacity to return the unit to inspire standards.

This property has been approved for sale for the highest and best offer by the special application center at the Department of Housing and Urban Development.

The bid by Orvix LLC is $7,000 over the appraised value and sale price.

Jeannie Dawson will speak on this item.

Good afternoon, Commissioners.

Um very excited.

Jeannie Dawson with special projects and very excited to present this offer to the board.

We did um get an appraisal on it, and it came in at 104,000 when we listed the property down MLS.

When we listed the property on MLS, we had a lot of interested parties right off the bat, but one offer came in at $85,000, and this offer came in at $7,000 over the original asking price.

So we went with that one, pending, of course, uh the board's signature.

So we have accepted it with the contingency, I should say, the of the board approving it.

Thank you.

Vice Chair Gotzler.

Uh-huh.

Thank you, Madam Chair.

Um, is the owner present?

The owner of the company here today?

Not that I'm aware of.

Oh, okay.

Madam Chair.

Commissioner Moore.

Thank you so much.

Um, so typically when um organizations purchase um our property, do they share with us that what they what their plans are?

This is not something we we do typically.

We have not typically sold our properties on the open market like this.

Um typically we have sold under our section 32 program to homeowners um under our market rate program to homeowners for new construction.

So this is uh the the first property that I'm aware of since my two decades here that we've just put on the open market.

Um so uh there is no restrictions to what their plans are.

Um we didn't put any of that on the uh in or I should say into the um application to HUD.

We didn't I mean it's a market sale, so we don't have nor have we asked for plans for what they're going to do with the property um thank you.

Um Madam Madam Chair, I I would like us to um revisit this conversation, uh maybe have it as an item because the only reason why I'm asking is because we have a lot of out-of-town investors that purchase properties and right, and so uh many of them don't restore them, they're not very good landlords, so just whatever is um you know, and that's probably something that we could talk to our attorney around about, but whatever is in our purview to do, I am very interested in making sure that if we are selling property um that there is some sense of do they plan on restoring it and reselling it to a home buyer, right?

I I'm really interested in that because the last thing that I want to do is contribute that this body contributes to you know, sort of this negligence of not being intentional about what we do, particularly with you know the properties that we want to offload.

Yes, that's right.

Thank you.

Thank you for those sentiments, Commissioner Moore.

Do we have any other questions or comments around this?

Um sorry, oh Commissioner's classic.

I just to share with everybody here.

I had reached out to Ken earlier.

Um Jeannie had come before us in the fall.

I had forgotten about that.

But as one of my first questions uh uh was whether or not we had approached some of the nonprofit developers in the area.

It's located in the heart of Clark Square, and so I thought, you know, we know Milwaukee Christian Center and V CDC do some development there, but I was reminded that nonprofits were our nonprofit partners were approached and the costs were very excessive, and so they did not move forward with the purchase.

So I agree.

Um that was one of my concerns is what's gonna happen with this property.

Are we gonna is it gonna go to someone?

Is it gonna be affordable and is it gonna be well maintained?

And I received assurances that there was some due diligence done with uh I can I can respond to that.

We did um because the city attorney's office is who are you?

I'm sorry, Ken Barbo.

I am the acting secretary executive director uh for another week and a half.

So uh I I did follow up with the city attorney's office uh to make sure that this was not among the troubled uh owners or one of the LLCs owned by owners that they are looking at, and I was a uh they cannot see any connection there.

Uh so I can't vouch for the landlord in general, but I do know they are not under the scrutiny of the city at this time.

Madam Chair.

Commissioner Moore.

Um just a really quick question.

Um this just went out as a um on MSL or I think I have a MLS.

MLS, yes.

M MLS.

This just went out there at is there something also on our web.

Do we have any landing page, whether it's Chavo or wherever on our website to say, hey, when properties become available, it's also posted here.

Um we do not at this point.

Okay.

The responses came in so quickly, it didn't seem like it would be necessary to do additional advertising.

I mean, as a as a matter of ongoing policy, especially if we're looking at possibly um selling other scattered sites or vacant lots.

Sure.

Um maybe that is something we want to go do going forward.

Um I also just want to mention that we do have approval for another property that is in worse shape than this one uh on 4331 North 69th Street.

We have not yet listed that property on on MLS for a couple of reasons.

One, um, it's taken some time uh with staffing to get it cleaned out.

And two, we wanted to make sure that this process was gonna go smoothly with this property.

So I I would like to recommend that um any conversations about how that one might be done differently that we have before it is ready to go.

We're ready to push the list button on that unit, but we wanted to again come before you first.

So that's another 66,000 dollars that could be potentially coming in soon for the agency, but I would um hope that you provide us with some direction before we uh proceed with with that listing.

Yes, ma'am.

I would definitely love to sort of even mimic what you know, just again, um sort of level the playing field.

Um the city has a landing page where it has all of our properties, which again I I know they probably do some other things as well, um DCD, but you know, you have emerging developers like the Acre program, um, you know, that are working with different alders um in different districts to talk about how to redevelop uh property and again, seeing that the mayor is stating that 2026 is the year of housing, we want to sort of be in alignment um with that, but would again just make sure that we're leveling the playing field, not only for these, you know, folks that I I want to give as much opportunity for the people that live here to be able to know about these opportunities and be able to um bid on them or you know, whatever it may be.

I I I think that the growing from within and figuring out how to provide the opportunities to residents and business owners that live here because that's what's going to really have that investment back into our city.

So thank you so much.

Thank you so much, Commissioner Moore.

Uh Commissioner Snyder.

Yes, Madam Chair.

Um do we have a contract with these people?

Yes, we have the signed offer with the contingency of board approval.

Um is there a closing date that would be a problem if this didn't happen today?

I'd have to look through the offer.

I didn't prep I didn't sign the offer, my partner did.

Um but that usually closing dates aren't aren't a problem to approach it.

But yeah, I believe it's it, it's contingent upon us um approving it today at this meeting.

I think that there are a lot of questions.

And given especially with the city attorney's office, the the question of out-of-town landlords and the financial condition of the country and what happened in you know a decade ago with uh with all those properties.

I think that maybe putting this off for a month might give um the staff a chance to just to do a little bit more due diligence.

I was a little concerned that the not-for-profits, I mean, was Axe Housing talked to?

Yes, actually, we invited Axe Housing and Habitat Umanity to both of these properties, and they declined both of them because of the state that they were in.

And it was at that point that we were directed by the board to go ahead and sell this as a market rate.

I'd also just like to point out that we um did do uh search for the business and the um and the agent for the business is he is in West Dallas, so that doesn't mean of course that he's not affiliated with you know some outside landlords, but basically we don't have uh without any uh restrictions ahead of time it would be difficult for us to just say, oh, by the way, um maybe we don't want someone from you know XYZ.

Yeah.

So those those uh conditions were not put into the offer publicly.

So again, I think if that's something we want to do moving forward, that's critical.

And I believe the Hackham is always aligned with what the commissioners are saying.

That is what we've always wanted, but we are at this point where we we didn't really have any other options for these properties.

But we are at this point where we we didn't really have any other options for these properties.

So HUD says we have to sell on that fair market value, and that means we have to give everyone, as you said, up you know, put it on a level playing field.

So that happened already for this one property.

So I would caution against delaying this without a really really good reason, because they could come back and say, I you know, there's nothing you didn't stay.

Right.

So that's all I would caution about.

I'll withdraw, Madam Chairman.

Thank you, Commissioner Warren.

Thank you for sharing that um knowledge around this process, Jeannie.

Yeah.

Can we move forward or before I move forward?

It looks like you have a question.

No, no, no.

I was gonna Okay.

Um I would like for someone to uh make a motion.

I'll move.

So moved.

Second.

Thank you.

Petty, can we get a roll call, please?

Commissioner Burrell.

Aye.

Commissioner Pez Classen.

Aye.

Commissioner Nelson.

Aye.

Chair Hazlet.

Aye.

Vice Chair Gotzler.

Aye.

Commissioner Snyder.

Aye.

And Commissioner Moore.

Aye.

Thank you, Commissioner.

Thank you.

Thank you.

Item number six.

A motion passes.

Item number six is a public listening session.

This listening session is agenda item B6, part of the 4 p.m.

Wednesday, April 15th, 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 prepared written comments, those comments will be shared with the board.

Any e-comments received before 11 a.m.

today be distributed to the commissioners.

Per open meetings law at a listening session.

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 to 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 and 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 ask that the audience uh be respectful of the speakers when they are speaking, uh whether they agree or disagree, and you wouldn't want anyone to interrupt you while you're making comments.

The same is true for the folks here today.

Uh please everyone mute your phone.

Any 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 will find that information helpful, but neither being a resident nor participant, I'm sorry, or participant nor sharing that information is required to speak.

Speakers may be asked to return to their seat or leave the meeting if they do not follow the instructions in order to ensure all of us in the room can hear unruly or disruptive behavior from either speakers or the audience is prohibited.

Mr.

Sawyer, would you like to come up to the front room in front of the room?

Get my timer on good evening.

Hi.

Good to see you everybody.

Can you please state your name?

My name is Cornelia Sawyer.

I'm a resident representative on the RAD board, board of delegates, and the representative, which people forget for everybody that lives with the Section A voucher.

Thank you.

Um I thought I want to go ahead and have this major conversation about a day today, other than the fact uh thank the uh everybody for the fact that we do have some serious issues on the table.

Um I'd like to thank all of the upper managers and stuff.

Some of them have seen me uh HR, they do come and speak with me and the president, so we are resolving those situations.

But uh the last thing, especially when it comes to scatter sites.

I want you guys to understand the investigation that will be coming up involve scatter sites because of the fact of some of what was done.

They never they haven't had an election since before COVID.

And the representative that was coming to the president board that was representing her people.

We didn't even know she probably was ill at the time from what I'm being told.

She passed away.

And you know they had some serious concerns about scatter sites, especially with the fact that the scatter sites are supposed to be up as far as the RAID program.

The housing authority is a landlord.

We build and establish housing to have a portfolio that can sustain housing over time.

We got to start discussing this stuff a little bit more seriously, but especially when these groups of people with scatter sites are calling me and letting me know they feel their representation is not in place as far as the resident portion to properly represent them.

Thank you guys very much.

Thank you, Mr.

Sawyer.

Is there anyone else who would wish us to provide comment today?

There being no additional speakers at this time.

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

Wednesday, April 15th, 2026, meeting of the Hackham Board of Commissioners at City Hall Room 301B.

Item number seven is a discussion of the impact of Common Council resolution file number 2501634 on Happen properties.

Greg Cruz will speak on this item.

Hello, everyone, Greg Cruz with the City Attorney's Office.

To say that city-owned or city-controlled properties such as parking lots, ramps, vacant lots, parks, or garages, can't be used for uh a staging area processing location or operations for any civil uh immigration enforcement actions.

Um it's a very specific resolution uh that that covers city-owned properties.

And the question that I got from Commissioner Snyder is does that affect any of our properties?

And I think the short answer is no, not really.

Um none of uh there is one one caveat, but none of Hackham's properties are owned or controlled by the city.

Um and can if I misspeak, you can jump in and correct me.

Um the one uh the one property that that isn't true for is the main office, uh, which is in the 809 building, which is a city-owned uh building.

But all of the developments, even the LLCs and uh public housing, that whole portfolio on the city doesn't have an ownership interest in any of those properties.

So uh it's my belief that this resolution wouldn't uh empower or prohibit anything from an immigration enforcement standpoint.

And uh Commissioner Schneider uh didn't necessarily know that and thought it would be helpful for the rest of the board to just be clued in um in case there were any lingering questions about the ownership structure of the LLCs and things like that.

So I think that pretty much covers what we wanted to talk about with regard to this resolution.

Um but if I missed anything, you can let me know.

Madam Chair.

Commissioner Snyder.

Yeah, I wanted to um thank Attorney Cruz for how seriously he took us.

Um I mean, the last thing that any of us want to do is to be out of sync with the common council.

Uh, those of us who have worked with our alders for so long, and mine in particular is very um sensitive to this particular issue.

Um, but I was taken very seriously by staff and by the city attorney's office, and I just wanted to thank him for the time that he spent going through this and the time with me in such detail.

So thank you.

Thank you, Commissioner Snyder.

Uh, Vice Chair Gotsley.

Uh thank you, Madam Chair.

Um it was my understanding.

This is actually a question for Ken.

Um, who is not getting off the payroll in a week and a half, in case anybody was concerned about that.

Um that um the I call them the BINS properties, uh Barry Land and the other ones that are I it was my understanding that those actually are city-owned properties, but we they have been provided to us to manage and to uh to utilize as public housing units or or similar to public housing units.

Uh they are technically we um we did worked with HUD to structure a proposal because we cannot some of the people who live in those properties have uh housing choice vouchers, and so we can't issue vouchers to with ourselves as a landlord.

Uh and so we did structure something where the redevelopment authority, which is not it's a uh somewhat independent authority of the city of Milwaukee, not the city of Milwaukee, um has a ownership but leases it back to the housing authority for us to manage, and so at a at a minimal cost.

Uh so uh that is it is primarily because we cannot currently create uh an LLC uh at those developments because we have bonds outstanding on them, so that would throw the whole bonds uh into a into a tizzy.

Um so we we structured a deal that HUD signed off on uh and reviewed uh and worked we worked with a lot of attorneys on it uh to do that.

But technically that is also not owned by the city.

And I should also note that the resolution specifically states that it that this resolution does not apply to properties that are subject to an existing lease at the time that the resolution was passed.

So to the even if it was city property and there was a lease involved, I don't think that this resolution would actually cover it regardless, because it's a pre-existing lease.

I do believe it would apply to future leases unless the common council waives the requirement, but that's not an issue here.

And would it be the recommendation of the city attorney's office that this commission pass a similar resolution to the common council resolution?

I don't think that would be our office's position to make that recommendation.

We're not a policy making entity, so we don't we don't make res recommendations of that sort.

But currently, as far as you know, we have nothing that aligns us with this common council action.

I don't believe that this board has passed a similar resolution.

Okay.

Um and this is different than the resolution about um entering city owned properties.

Is that correct?

Well, this this is sp the resolution that the city passed is specifically about using city owned properties for as for enforcement action.

Gotcha.

Okay.

But it doesn't touch on Hackham properties, and of course the city doesn't control Hackham's properties to begin with, so I don't think they could pass such a resolution.

All right.

So um Madam Chair, I guess I'd like to go on record as suggesting that we take a serious look at this and consider something similar.

And I'm gonna guess Commissioner Snyder would agree with me on that.

And perhaps even Commissioner Moore.

I would agree too.

Yep.

Okay.

Thank you so much, Vice Chair Gotzler.

Commissioner Snyder, yes.

Um when you read the resolution, I heard the word owned by or controlled by.

Now, does control whether it's the Rackham or Hackham is is there some I mean are we tech are we controlled or I you know what I'm saying?

You're asking whether the whether we are whether Hackham properties are controlled by the city.

I don't believe that they are.

I think that would be more um Hackham may control some of the LLC's properties because they're the property manager.

Maybe I think that's more what the resolution is getting at.

Um I don't, but I don't believe the city has any control.

Um their authority is limited to the appointment and approval of the board members.

The financial waterfall, I mean you said that Hackham or Rackham was own the property, technically own the property, and then we lease from them at a at a at a dollar at a dollar.

Okay, well, the money is less important than the fact that I mean there's a relationship between Rackham and Hackham, and and I don't care what anybody says, Rackham is a city.

And I wouldn't want to I mean if the city attorney says look, the the legal you don't have a problem here, then I'm willing to go along with that.

But I mean the word controlled by threw me for a loop a little bit, and I went back and took a look at the resolution, and I wondered whether there was a gray area there.

I don't think so, but the controlled isn't exactly defined in the resolution.

So um but I think we can talk about this offline to to dive in this you know a little deeper.

So um we will just table this and thank you, madam chair.

All right, and come back to it.

But your concerns are duly noted, and we will follow up.

Okay.

Are there any other questions or comments as it relates to this presentation?

Presentation.

Okay.

There being none.

All right.

Thank you so much, Attorney Cruz.

Next item, Patty.

Item number eight is a presentation of a summary of Hackham's public housing capital fund program.

Can Burbo will speak on this item and Alison Wesnicki.

Actually, uh I'll I will let well I'll let Alison uh take the lead on this one, and then I can fill in.

Sounds great.

Um Alison Wasnickie, Vice President of Construction, Travell Incorporated, and the Housing Authority.

Um, in this uh again, this is a representation of the capital funds with some updated numbers.

Um, I'm going to start uh just kind of hitting on 2022.

Um that's the most important at this point.

Um we are looking to expend those funds by 511.

Um we do have a uh supplier um that has been selected, they have provided invoices.

We are looking to draw down numbers, uh draw down the money, cut a check.

Um it's about 850,000.

We're gonna get this um available funding taken care of.

So that is happening in the next few weeks.

Um the monies will be in the next few days.

The actual delivery of appliances will be in the next few weeks um as we work out a plan to get that all delivered.

Um 2023 is not something we need to be really concerned about at this point.

That's all obligated, it's all in the works.

2024 obligation is where we really need to center at this point.

Um, we've the three contracts that you guys approved today are going towards the obligations here.

They came in quite a bit less than we were expecting.

Uh the estimates that we were provided by the designers were quite a bit off.

Uh very sadly, quite a bit off.

And um, so what we have done is uh asked for an extension from HUD.

So we're waiting to hear on that extension for obligations.

Um hopefully we'll get something in time, which is that 5-5 date to that we need to obligate by.

Hopefully, we'll have a response back from HUD that they'll give us an extension.

Um we've asked for two years, we don't need two years, but that's a very typical extension ask.

Um, but we were way under our obligations when it comes to how much money we need to obligate.

Um, we are expecting for it to come in much higher.

I mean, I I know that's a weird thing to think of.

We always want bids to come in low.

We always want to spend less money on construction.

We always do.

Um, in this position, we want to spend as much as we can by the deadline.

Um, so as long as we get that HUD extension, we're gonna be great because we're gonna be able to use that money to do a lot of great things.

Um when it comes down to it, if for some reason we don't get the extension, which I have great confidence that we will.

Um, the conversations we've had with HUD, um, the direction we've gotten from HUD, I think that we will.

Again, I'm I'm not the end all be all.

I don't make the choice.

Um, but that's kind of where that stands right now.

Um the remainder of it um for 2025, 26, 27, you um, as requested last board meeting, um, you will all see the summaries um for each of the years provided.

And what you're gonna see is um either estimates or true numbers for each of them.

Um the earlier the year, the more true it's going to be, the further you get down, and the more it's going to be us estimating working with our designers on uh square footage dollars um for each of the works, but we've pretty much obligated out our money for through the five-year plan.

Um as soon as we have an approved five-year plan, we will be starting to bid out all of this work.

And it's we're not gonna hold for that.

We're gonna still bid it out.

We're gonna keep moving.

Um I would be more comfortable once we have an approved five-year plan, but again, um, we're trying to obligate for 2024.

Well, 2025 is gonna come in one year.

So um it takes a lot to put together plans with a designer.

So every time we're putting together one of these projects, we need to bring a designer on, have them give us an estimate for their design costs, take those plans, put them out to bid, have a contractor bid on them, then fully execute a contract and get it obligated.

So it's it's uh kind of like a six-month, seven-month process for each of these.

So I don't want to lose sight of the fact that we need to keep obligating either.

So we are on top of it.

Uh we'll keep you guys updated as we hear back from HUD.

Thank you.

Commissioner Yepes Klassen.

Oh, you could see me just from the side of your eyes.

Uh I just had one question for you, Alison.

Um, is because the bids I did notice that they were considerably less than what you had allocated for the items.

Can any of that be set aside for contingency just in case there are cost overruns or no?

Um, usually we will always have cost overruns in our project.

It's pretty typical to have change orders.

We'll utilize that some of those funds towards those change orders.

I don't think we need to put anything aside truly for that.

But it will be accounted for.

And that will be part of the extension as well.

So available.

Okay, yes.

Thank you.

Do we have any other questions, comments, concerns?

Okay.

Thank you so much, Alison.

Next item, Patty.

Cam Barbeau will speak on this item.

Thank you, Commissioners.

So in March, uh Trevo did a normal review of all the activities under Allison was Nicky is terms of her role as vice president of construction.

She updated the board on uh all the activities going on under the capital funds as well as activities ongoing at Highland Gardens.

Uh and so uh that discussion was had we also did a presentation on the capital funds, similar, somewhat similar to what you saw today, except in less detail last month uh at Treveau.

Uh and so those were the major items that were in the Travot meeting.

Uh I'll open it up for any questions, or if uh Vice Chair Gotzler has anything to add.

No.

Okay.

I'm on mute today.

Okay.

Do we have any other questions?

Comments.

All right.

Thank you all.

Thank you, Ken.

Welcome.

Did you have no okay?

All right, great.

Thank you so much.

Item number 10 is a report from the Secretary Executive Director.

Thank you.

Um I know that the board uh last time had some questions.

So on uh specifically around, I think we're gonna focus on the unit turn process.

So I wanted to invite a couple folks up to talk about vacant units and unit turns and what that entails.

And so I have Anisia Robertson who's the uh director of at of uh property management.

I have Mike Wellman who's the uh maintenance services manager, as well as Todd Slusar, if they want to join me up here.

Um I'll start it out.

You know, we did in um spring to late late spring or so of 2025, uh create a standard operating procedure on vacant units and how those are are dealt with.

It's a standard operating procedure that really delves into a lot of how those units are recorded in yarding.

Um we've had some meetings on vacancies recently.

One thing I'm finding is that because of turnover amongst staff at property management and and in in other uh positions, uh it may not be do it done consistently across the board the way that the uh standard operating procedure states.

So we're gonna dig back into that.

Uh it basically will allow us to carve out how long it takes for specific sections of the process.

So for example, from the date that the person moves out to the date that um the lock is changed to so that's part of it, then the date that we're doing the unit turn in terms of maintenance work on the unit.

And then uh the last part is the time it takes to lease the unit once the unit is ready.

So you're you're trying to you're in make ready status, and then you're in leasing status.

So uh those are different numbers of days, and so we want to be able to measure that and be able to uh have more accurate data.

So um we're gonna be working on that.

Uh in addition, um I want to kind of give well I I have a somewhat of a summary of um where we are in terms of occupancy and and units that are ready.

Um so if you were to look at and I will I want to finish a few changes to this report because I I it's not a hundred percent complete yet, and I will get it, it's not in your packet.

So don't bother looking for it, but I will get it to each of the commissioners afterward.

But if you were to look at public housing, you know, we have 2300 or so units total.

Uh 2,062 are occupied, 251 are vacant.

That's a vacancy rate across the board of like 10.85%.

If you were to look at the different developments, some of them are larger than others.

Um I would say the ones with the largest in public housing, the ones with the largest number of vacants are college court, uh well, locust court first, then Hillside, and then college court.

So uh the others are are less.

Um we have so we have 251 units that are vacant.

We have 50 of those units, those 251 that are ready.

So they are are ready for leasing.

Now we're back to talking about public housing.

Yes, still public housing.

Okay.

Uh and of those uh 50 units, 22 of them have applications for the vacants.

So um, so there's a couple, so you know, there's turning the unit and making it ready, and there's leasing it as well.

And so those are things that we will be working on.

The team will talk a little bit about that process.

I'll just give you some update on the affordable side as well, since I gave you that.

Um the affordable side, you have a little over 19, well, a little under 1900 units.

Um of those 1556 are occupied, which means there's 236 units that are vacant.

It's a uh it's a vacancy rate of about 12.3 percent.

Uh of the 236 units that are vacant, 69 of them are ready.

Um and 39 of them have an application for the vacant.

And we I double check these 39 of the of the 69 that are ready, 39 have a they have 39 applications for and so they are in the leasing process on those.

Um so with that, I will turn it over uh I think to the team here to talk a little bit more about the process for uh unit turn, how it starts, and then um and then how the unit turn works.

Um excuse me before we have you all to present.

Commissioner Nelson has a question.

I want to say excuse me.

I want to say thank you, Mr.

Can Barbo.

As a commissioner and a resident of Ottoncourt, I had a high concern about what process was in place in place concerning a person putting in an application for housing and what happens step by step.

For a while I thought there was no plan.

And so talking with some of the staff, simple as um, do we have any openings here at Olliton Court?

Uh curtain, well, okay.

Let me let me just finish.

Okay.

And so uh they say yeah, but we have to uh go in the apartments and get them ready for the next person.

They said we don't have enough staff.

Ultimately, they said we wish we had more workers to go into the apartments and get them ready.

And so um it's like this circle.

You need more staff, but to get more staff, you need more money.

We didn't have the money, so I'm like, what in the hell is going on?

And so um you answered a lot of my questions in your presentation, so I won't have any questions or remarks.

I just want to sit here and listen to the presentation of the staff.

I've been waiting for something like this to take place where I personally could have a clear understanding of what is the plan, how do we get from A to Z?

Because ultimately we want money, we want income, and I'm not the greatest uh mathematician, but I know you got to have people in the apartments paying money in order for us to get money.

So, where do we begin?

I know where it ended, you know, but how do we get started back again and get on track?

So I just wanted to say thank you for your presentation and answer multiple questions for me.

Thank you, Madam Chair.

Thank you.

Uh Commissioner Moore.

Um I just wanted to uh just ask really briefly um what they're going what you are going to present.

Do we have anything in front of us that you're presenting?

You don't right now it's a discussion.

Um we are going to give you know something more in writing, we can, but um there's nothing in front of you right now.

And I I'm gonna apologize because I thought I made it clear um the last time that we had a discussion that I really wanted to see numbers in front of this body.

Right, and we've held it off and held it off and held it off.

This is a conversation that is well past due.

And I and Commissioner Um Nelson just talked about, you know, hey, this is it's this revolving cycle.

Um we uh I'm hearing now we're all we all of a sudden have a plan to get units together, and these numbers, um, thank you so much, and these numbers that we're talking about um just the number of vacancies that we have, it's just alarming for me.

Right?

And so I I need a plan like yesterday to talk about how are we going because units equal money.

We're a business at the end of the day.

That's right.

If we cannot put people bodies in units, and I thought we had thousands of people on the list, yes.

So to have 39 applications for 69 ready, I'm just looking at the this is the other side of uh not the public housing side, but the other affordable like I'm just and and I want you all to excuse me because we are in a crisis financially.

And if we cannot move a unit when somebody moves out, and we just now have a plan to be like, all right, when the keys are turned in, this is what we're gonna do.

Well that what have we been doing before?

So I'm gonna pause there so that I can put it back over to this body to sort of explain that because I am perplexed that when I receive numbers about the number of vacant units, I just thought we were in the business of housing people, and that's why we have these extensive lists and they're waiting list after waiting list after waiting list, and right we can't even get people in in to pay rent.

Yeah, I will pause there.

Thank you so much, madam chair.

I will let the our teammate proceed.

Thank you, Commissioner Moore.

So we will turn it over to staff.

Please reintroduce yourselves and your function, and then you all can proceed.

Hi, my name is Anisia Robertson.

I'm the lead director of property management for Trevo.

Okay, Mike Wellman, maintenance director.

Okay, and Todd Slensar, senior HR business partner.

Okay.

So uh if do you guys want to talk a little bit about what happened?

I mean, and this is not a new process.

Um I want to stress what is new is we are taking a second look at how the process is working and trying to make improvements.

So but if you want to talk a little bit about what happens when a unit becomes vacant, what's the first step, what happens after that, and how the units are um going to be turned to maybe be made ready, and then how the unit how the leasing happens because that involves another department as well, whether it's uh the public housing intake department or the uh or CBR uh if it's a PBV unit, uh and as well as our laite our tax credit compliance unit.

Thank you.

Okay, I can start because the process actually starts with the property management office, where once a person moves out, they turn in their keys, we do a lot change, we call for pest control.

If the unit needs to be debris, we have a work order for debris.

We also send all work orders to the maintenance department who processes or hands out the work orders to their maintenance staff.

Once those three are done, we put in a work order and send in a unit inspection sheet for painting, debris, cleaning, and once the cleaning is complete, is that's when we send over the information to the C VR for applications.

Once we get the applications from C VR, then we do our recertification process, our movement process, which qualifies them for the unit, and it is approved by our compliance manager.

Once that is done, then we can lease the unit.

But it all starts, we're having some issues right now with the um applications right now.

They are working.

I can almost say CBR is working diligently to get us the application, it's just slow moving at this time.

Madam Chair?

Vice Chair Gotzler.

Um can I call you Anisia?

Yes, that's okay.

Okay.

You can call me, Karen.

So um just I just want to understand a little bit about the timing of the different processes.

And I realize you're it basically explaining that there comes a point at which, you know, then you're you have to wait for C VR to do something.

But up until that point, um, does the I I presume the idea is that the resident is supposed to give you 30 days notice before they move out.

Correct.

Right?

Which sometimes they do and sometimes they don't.

Correct.

And I I truly, you know, I'm I'm the one who uh gets the PHA stuff, so I know how that goes.

Sometimes you get it, sometimes you don't.

Um do you notify then pest control and the debris people and all that the initial folks and C VR that you have res that you have notice that someone is moving out so that the the um work that has to be done in the unit can start immediately after the resident moves out.

Yes, we have a unit inspection sheet that we do once you turn in your keys, it's either that day, depending on the time of the day, or the next day that the locks are changed, the unit inspection is completed.

Um I guess what I'm suggesting, yeah.

I guess what what I'm asking, and I'm not sure how much time you want to spend on this, madam chair, but that the process start at the time that you receive no the 30-day notice, because 31 days from that there should be people in the unit from maintenance doing whatever.

So a lot of uh and I I know I know y'all get tired of hearing me say this, but most PHAs have a certain number of days within which a turn must happen on the public housing side.

Generally, I'll just use my last job as an example.

We had four uh uh turn had to take four days.

That's all you got.

Four work days.

So somebody from the time the person moved out until the time it was ready and leased, you had four days.

So that meant you had 34 days basically to get that unit ready because you had 30 days notice.

So I think, and I think maybe this might be part of what Commissioner Moore is thinking about, is that it would be helpful to see what is what does that procedure look like so that these things start happening very quickly.

So now I know we're not gonna go from where we are now to you know 35 or 36 days to by tomorrow, but that we can see how these things happen, and there it's never gonna be perfect.

I mean, as the asset manager, I know I had properties that for any series of reasons took us four months to rent, and that was considered outrageous.

That's the point at which the CEO called me into the office and said, what is going on here?

Um but I I think there's some um efficiencies in the process that perhaps could be uh resolved even on the affordable side um with some better coordination.

And are you here, Todd?

Because you're you don't have anything to do with this, do you?

I actually it was just in case uh Stephanie kind of came up.

Okay, because Anisia, you just do the LLCs, right?

Correct.

Okay, so who does public housing then?

Um Dakisha Obee uh is uh for public housing.

However, Anisia is the lead at the moment, so she's the lead over all the associate uh directors of property.

Okay, because that that's an area where by the time that unit's ready that you've had a whole month to screen people, and whoever is in charge of that group of people that does the prep work, they ought to have some potential candidates for you by then.

So and I'm not sure where the how how that's structured into the organization, and I'd be but I'd be happy to meet with you and you, Mike, and whoever else to just talk through how to speed that process up so that it's not taking us this long because it to your to your point, Commissioner Moore.

I'm I'm flabbergasted by how many.

I am I'm flabbergasted by how many well, first of all, we've had this conversation about how many vacancies we have, but on the public housing side, we shouldn't have vacancies because theoretically we've got a long waiting list, and that is something we do control.

The C VR issue, that's uh that involves some other folks, but I I just think we we need to really hone in on that, and I'm sure that the new CEO and his team will want to work on it, but I'm also very happy to assist with that.

Thank you so much, uh Vice Chair Gotzler.

One moment.

I want to go back to the original question, Anisia and Mike.

From the time of notice when you receive, you know, um the resident's intent to vacate.

When does Mike or maintenance receive that notice?

Is it when you would receive it from the resident, or do you alert maintenance once you receive the keys?

We alert maintenance once we receive the keys.

Is that a standard practice?

Yes, as far as I'm know, yes.

It's always been that way.

Okay.

And to Vice Chair Gotzler's as well as Commissioner Moore's point, I think that's where we get into these deficiencies because of the wait time.

Because then once you receive notice, um, Mike, how long does it take for you to respond to that work order?

It should be within 24 hours, the locks are changed.

Okay.

And sometimes it's right after we get the keys.

And as we are developing the SLPs, I believe you say this is what you're amending.

This is something that I I don't think we have to wait for Hood or anyone else to allow.

No, um this is certainly one of the measures I would like to see, and and the plan is from the point of um communication to the housing manager that the person is vacating the unit, that that work order goes immediately to maintenance for them to assemble whoever they need to be able to respond on that exit date or the day after the vacancy date.

Unless there's something more that no, I I just I I do want to I agree completely on that.

I also want to add, and I think it was mentioned already by um Commissioner Moore and Commissioner Gotzler, that the other side of the coin, which is requesting more applicants, also has to be started at at an early process.

And so as soon as you know, yeah, you it I during COVID I was helping to manage the housing intake uh department, which is uh public housing.

And one of the things I learned is that is a lot like a a assembly line.

Yes, you know, things keep moving.

We're always gonna have vacancies.

So you gotta kind of figure out how many you're going to pull to be able to fill upcoming vacancies that will come up in the next month or so.

And so you have to be able to kind of proactively look at that.

Obviously, you don't want to pull too many because then the information will get stale.

You have process people for eligibility, and then you have to ask them for more income documentation because it's all old.

But it's a matter of trying to figure out, and it's a little bit more of an art than a science, figure out how many you're gonna need to pull, because for some developments, you're gonna need at least twice as many as how many vacancies that you have because people will turn down the unit, people will say, Oh, I'm not interested, people will not respond.

Um, and so you need to process or when they get there, they'll say, Oh, this unit's too small for my furniture, I can't move here.

So you need to you know process more than that.

So that's part of it, and I just want to say that's something we need to make sure that we're looking pro prospectively, you know, you know, on uh ahead of time on.

Okay, thank you so very much.

Um Commissioner Nelson.

Okay, uh thank you, uh Commissioner Karen, Commissioner Moore.

As uh everyone who's present can see this is a very serious issue for the commissioners.

And ma'am, I don't want to mispronounce your name.

What is your name again?

Anisia.

Okay, I appreciate everybody being present.

That was uh something that was brought up earlier when you first sit down and begin to talk.

And um I may not have this worded correctly, but I heard you say you had an issue.

We're getting applications, am I correct in saying that?

Yes.

What is that issue?

And let me uh just accent the point that we could sit in badge, badge, badge, but we're trying to solve this problem.

Sometimes the board can help push things along.

But for me personally, I have to know what is the issue.

What do we have to dig in and resolve it and push it so the system works like uh Commissioner Moore said earlier, she had made requests probably on a couple of occasions.

But she got zero response.

So I just want to reiterate, we're serious when we uh interact and communicate, and we're not trying to harm anyone or cause any problems, but in order for us as commissioners to be effective, we we need to have the truth, we need to get information back in a timely fashion.

We're dealing with multiple problems.

This is just one of many challenges.

So could you answer that question then?

Uh what is your issue with getting applications?

Can you just restate that?

I cannot give specifics as what the issue is, but we get our application for affordable housing with C from CBR.

Well, actually, two locations with the PBVs, uh, it comes from C VR.

And for the tax credit only units that comes from you guys have a waiting list.

We have a waiting list.

Yeah.

Ken, I'm gonna ask you a question.

What can we do to help with this process of flowing with less challenges and at a quicker, more efficient pace?

This is about teamwork, everybody working together.

Apparently, something is not right.

Um, I'm looking at the statistical numbers on here.

Madam Chair seems very low to me.

Okay.

I would love for Mike to answer that question, Madam Chair.

Oh, since he's in charge of maintenance.

Okay.

Mike Mike Wellman.

Could you repeat that question?

I'm sorry.

Commissioner Moore.

What can be done to make the process as um uh because I know that more efficient um Commissioner Nelson, I just you know wanted to that their staff here and wanted to the staff to be able because this is why you all are put in the positions that you are.

Um, what is you talk about efficiency?

What how can we solve this process?

A lot of it is getting the information faster from the managers.

So getting information faster from the managers, and when you say that, what do you mean?

The move out forms vacants that when they come up vacant, we can move guys faster to get there to get the work done.

So are you stating that the the forms that previously so based on this document that I have in front of me as far as um so if I if I just use some of these numbers, you know, of the uh 2300 units across the board, we have about 251 vacant.

So 50 units are ready.

So are you saying that there's about 201 units that you don't have documents for?

I do.

Um, and we're taking the oldest ones first and working on them, and as we're doing that, they're I'm not getting move out forms in a timely manner to get the work done.

So let me let me see if I can be a little bit more succinct.

So let's say we pause on the current stuff, right?

There's stuff that's gonna be, you know, hey, we still we're gonna be pushing out this these forms in the future.

Let's just talk about what's on the board right now.

Okay.

How do we address what's on the board right now?

Because if we have roughly about 200 units that are still not ready, and then um the PVV, I think this is the P the nine less than a little less than 1900.

Um, there's about 100, I don't know what my math is like on this one.

There's 69 that are ready.

Um, but they're still well over, you know, 150 units that are still available.

I mean, those are a lot of units for me.

So I'm just trying, so I'm just trying to understand.

I'm just Mike, just help me because I'm trying to understand how do we address the current situation?

We can address that by adding more staff to doing vacant turnarounds.

I mean, we've had a lot of new people start.

Um, we've had to train them, and we will be putting another four to five guys on vacant unit turns.

So the current people that we have now on that just the current, because I'm just trying to deal with what we got right now.

Just trying to just deal with what we have right now.

For the current people that are that you have right now, how many units can you all turn?

Because I'm because I'm sure you all did an assessment of you know what, this unit only needs just a clean out and some paint, right?

To get moving, or this unit, this unit probably have a few thousand dollars worth of jan damage because we got to do the electrical, we gotta do new whatever, right?

Like new driving, there's a hole in the wall, right?

So it may be a little bit more expensive.

So, based on the list that you all have, because there were a lot of properties that were on hold, and I'm not sure why, but there were quite a bit that were on hold.

Has there been an assessment done of you know what?

Here's the low-hanging fruit.

We can get some folks in to do some painting, you know, we can, you know, a lot can be changed.

Uh we might need to do some carpet or whatever.

Some of the the easy stuff.

I'm just trying to understand, just as where we are right now, Mike, how many units can our folks without having more staff, how many units can we turn to move some of these numbers back on the roll?

It's a case by case basis.

I I can't give you an exact number.

Every unit's different.

I only get the information once it's sent from the managers.

So don't we have that already based on the numbers in front of us?

That's what I'm trying to understand.

Are you I'm I and and and if anybody can make it more clear, maybe I'm not maybe I'm not explaining it right.

Madam Chair.

Commissioner Yepes Classen.

I have a couple more questions to kind of help clarify for this.

For me, I just want to know when you're waiting on information from the manager.

How do you get it?

Is it electronic?

Does it push through the streets?

It comes by email or they fax it to us, a move-out form.

A fax.

Okay.

So even based on what we're not using the YARDI system or you know, whatever.

And and then the other, well, this is for later on, that's for property preparation.

And we can sidebar this, but I just want to make just want to state it in terms of pairing possible tenants to a unit.

Don't we know what the housing size need is ahead of time based on the application?

And so why would we show a tenant a unit that isn't suitable for their family size?

So I could that all be done again, speaking to Commissioner Gotzler's question, like there's so much that can be done so much proactively so we know how many units are in each or bedrooms are in each unit, etc., so that we can start pairing people to units as they become available.

So that's my question still isn't being answered.

Yeah.

And I'm just confused because you're saying we don't have the information.

So based on what we have in front of us as far as the number of units, you know, we we talk about this unit inspection sheet.

Do you not have this unit inspection sheet?

And Anisi, I see you're, you know, you want to jump in, tag in here, please help somebody.

Um, do we not have the unit inspection sheet for the list of properties that we have in front of us that are waiting vacant?

So Mike and I we spoke probably what a couple of days ago, and he did inform me that some of the managers are not turning in the sheets to him.

Okay.

So that's for me to address with the managers.

So if our managers aren't turning in the sheets, then why do we need our like what is their role then?

Well, let's just say at the present time, as the lead director of property management, besides doing that position, I am managing Beecher Court and Mirror Park.

Wow.

And I'm also training Convent Hill, which we lost a manager there.

So my role is very out there right now.

Yes, very stretched.

Well, could you just clone yourself, please?

So we could get all these things.

I don't think it's a matter of cloning.

I think there's there's a level of accountability here that I think is is apparent that we see there's some deficiencies.

So I would certainly like to meet with you all after after this.

I don't want to belabor this.

I want you all to present from where you are to help us understand this is your opportunity to educate us because the three of you are a team and it sort of flows.

I understand from you, property uh the housing managers from you, maintenance from you, the staffing concerns.

This is an opportunity, and we won't get through all of the deficiencies, so I'm glad that you all are looking at SOPs or whatever we can do to close the gap on some of these, because as we are sitting here looking at these units and a troubled status, this is this is severe because without occupancy, we can't collect rent.

So if if I'll certainly come back to you, Commissioner Moore and then Vice Chair Gotzler, and then there was I just needed to finish my point.

And then there was I just needed to finish my point.

So um but I I need you all to not only tell us where where we are but how are we coming up out of this as you all are presenting today because we we need to know what the solutions are.

If there is something we need to do to help you all to get there we're open to do that.

Um but it can't continue we can't continue working at the pace that we're working.

And you all are in the hot seat because you lead these departments.

But I need you to start holding your staff accountable.

And I know we're working on a skeletal crew but what does that look like?

There's some things that are falling through the crack that has nothing to do with not having staff because we have people there.

All right so we we recognize as a as a you know body up here that you have these deficiencies but I am going to um turn it back over to you all.

I will respectfully ask my commissioners to hang tight we can come back but for you all to to share with us how you're working together to resolve these issues.

Well at the present time I know I just received from HR five applications for housing manager that I have to review that will get me more back on the road that I'm supposed to be in.

We are holding you know the managers accountable and that's why we have vacancies.

There are two more that we need to to hold accountable but at the present time I cannot hold them accountable because then that stretches me even more to manage those properties.

Okay.

Thank you.

And we're gonna add more people turning vacants in more places and hopefully get more done in a short amount of time.

Actually and if I could I just like to elaborate on that.

We were just we had a meeting on Monday and it was one of the first times we were all in the room we s I saw these numbers also.

So we were talking with Mike we're gonna do at least we know we're down to a skeleton crew is dedicate three guys to just start doing turns and kind of push the other staff to stay on top of the work orders the best they can just so we have somebody always looking at getting so it's like we'd start out with Hillside because they've got some of the longest ones are on hold and just try to get those down and just have three guys constantly going and once Hill size caught up possibly go to West Lawn get that our a little knockdown again to get the light thing and then I think we probably talked about going to college but for now we're just gonna try to get three guys focused on it and then work the rest of the staff in to keep the work orders flowing.

Okay.

Now I'm going to turn it back over to my colleagues starting with um Commissioner Moore I think you had something.

I'm I'm a wait I'll get my other colleagues jump in so that Commissioner Snyder well before I have to go to the hospital to deal with with the bruises on my arm.

I'm right handed so I think um well maybe the way that I see this as a problem solver is that there's pre-move out and post move out and post move out is the amount of time that it takes to do the things that you all say have have to be done.

We all agree on pre-move out is a matter of anticipation and predict the prediction and it should be predictable how many years have we been in this business?

50?

75 more it seems to me you should know as professionals how many people do you predict are going to move out in any given year.

Or in any given month well yeah but you can you but if even if it's every other year every year if you're gonna have 75 or 100 people that are good and you're gonna have those as vacancies now they'll you're they'll get cleaned up but if and that takes a certain amount of time Karen wants to do it four days but maybe it takes a week.

But that the that should have nothing to do with predicting and being ready for the number of vacancies that you anticipate.

And if people fall out Ken the way you suggested that's the cost of doing business.

I mean there doesn't people are just not going to want to come or they're gonna say I got uh this this or that happens.

Okay.

And that should be able to be predicted too and there's nothing that you can't quantify and predict if you spend enough time analyzing it.

So why is it if you can predict that there's going to be 50 people are gonna move out?

Why aren't there 50 people ready to go?

And then that time has been and then you can learn over time how to shorten it and how to make it so it doesn't take six months, it doesn't take three months.

I mean you're ready to go with people who want to move in.

Um so then it's just a matter of you know, going back and checking the pay, make sure the paper works okay, and then getting the place cleaned and having somebody move in within a reasonable period of time.

But if you have to start with all the paperwork and all the the stuff that goes on 30 days, it seems to me like you've lost two or three months.

That's weren't ready for what you knew was going to happen.

Right.

Okay.

Thank you, Commissioner Snyder.

Vice Chair Gotzler.

So I just I I want to say this to Anisia and Mike.

You guys just got promoted, you're relatively new in your jobs, or the the huge job you have right now.

So first of all, thank you for stepping up and thank you for being committed, and we appreciate you.

So I just want to say that really clearly, because I know that there was nobody over the last few months who's been holding your hand and training you to do this job.

I totally get that.

We all understand that, and I want to be sure that you understand that this conversation is not about telling you that you're doing something bad.

It's really about us, as everybody has said, understanding what the process is and how we as a commission can contribute to that.

Um so the I I th I just wanted to follow up on the question Commissioner Moore was asking, Mike, about this the list, and then you said something about move out forms.

What actually are the move out forms?

Is it something so I I guess my my thought was this?

If and I think this might be what Commissioner Moore was referring to, so you know you have these 250 vacancies, right?

Who goes in to decide this is a two-day job, and here's who can do it?

This is a week job, this is gonna this you know, this goes to these people.

That this is this is gonna take us four months, we got a contract that's right.

Blah blah blah.

So is that is is there that is that what you mean by a move out list, or is there some piece of paper that you're not getting from the property manager?

Yeah, it tells you just oh, by the way, this is a vacant unit, or I'm I'm not sure what that's it tells us what the unit needs.

Does it need cabinets?

Does it need flooring?

Does it need so you leave that up to the property manager to decide?

Okay, and do they have the training to be able to tell you what the unit needs?

Yes, they do.

Okay, inspire training.

Do you know how long it takes?

Inspire inspire training.

Okay, and do they know how long it takes your department to do it?

I would say no, we wouldn't know how long it would take a person to replace a door or drywall or anything like that.

Okay, because I think all those kinds of pieces of information and sharing between departments would be really helpful so that the process could get started a little bit sooner.

Because even if let's say uh clearly and you see is in the process of upgrading the staff, I'll say it like that.

Would you agree with that?

Okay, and I'm sure you are too, Mike.

So as she's doing that though, are there some shortcuts that we can take so that you can you personally or you some person who's like a you know, your left or right hand person, you can send them over to get that form or to go look at that unit to figure out what don't we have, what don't we know about this unit.

So I think that there's what one of the things that I've learned over time is that in the old days, I'll say it like that, property uh public housing uh properties could take as much time as they wanted to do whatever it took them to do it, and HUD really did not care.

Those days are so gone, I can't even tell you.

They've been gone on the affordable housing side for a long time because as you know, Anisia, the investors are saying, What why do we have such lousy vacancy uh you know rates and or such yeah, such lousy vacancy rates?

But and how to supposed to do that on the property management uh the public uh housing side, it never used to care before.

Well, all of a sudden now it cares about everything, as the chair and I have learned recently, um, unfortunately.

Now they care about everything.

So they're looking at every detail of our operation, and we want to demonstrate success and get this back on track.

So I think figuring out how to support each other and what can commissioners do to help with that, or are there other resources besides people?

Um more people or different people or you know, the that can be provoc provided to either of your departments.

Okay, thank you.

Um Commissioner Burrell.

Thank you, madam chair.

I have a question for both of you.

First of all, uh Nisia, uh, have you ever had any of your managers not turn in the keys and stuff like uh for leasing on time?

Like say, for example, if I moved out and gave the manager my keys, did they give it to you right away, or do they uh some sometime people have a tendency to forget our manager might have a tendency of forgetting to give them to you?

Have you ever heard had that happen to you?

So if you're turning your keys into the manager, they wouldn't turn them into me at all.

Okay, to notify you and to notify you about that this tenant did move out so you can get the property uh rate.

No, the manager they do every step of the way.

Okay.

But what I've learned from Mike is that, like I stated, is some of the managers are not doing the process.

So I have to retrain.

Okay.

Then to let them know what the process is and to make sure that they get the proper work orders to maintenance operations and the unit inspection worksheet.

Okay.

Okay, and also another question regarding other managers.

Uh it's not just it's not it's not one or two development, it's a lot of developments.

Call me.

If you the managers, some of these managers stop being us resident friend and do their job, maybe some of these can be occupied.

It's a lot of calls I get because this manager wants to run this, that, and the other.

Instead of doing what they have to do as a manager and go forth with the dig they go forth with the day job and do what they're supposed to do in housing.

Maybe some of these occupations uh houses can be occupied.

Okay.

And uh Mike, for you, uh I had residents come to me regardless of hot water problems.

They had new hot water tanks put in and they still having problems with it.

Do you remember that?

Uh, Commissioner Chair.

And also, how long does it take if you put in a work order regardless of a sun pump?

You know, we got these fluids going on, and this, that, and other.

I'm speaking on my behalf for that because I have water in my basement, and uh I did put in the work order two different places, so I want to know how long is it gonna take for me to get that matter solved.

And I do remember uh the maintenance man coming out there, re uh repairing it and everything, and it's still a problem with it.

You should have been there the same day to replace that.

Well, no one ever showed up, so I'm asking questions as a resident and as a commissioner.

Okay.

May I ask, are you um putting in the work order?

Before we I'm I'm just going to jump in here because now we're getting into a lot of technical conversation.

Please get with Commissioner Burrell after this to us to address some of these concerns.

Um I want to make sure that we are, you know, obviously there are some things here, right?

Um the antiquation of receiving these work orders from FACS versus using YARTI that we have approved funding for.

I know that this is a function of YARTI that we can certainly optimize.

We may want to look into that just so everyone can keep you know on track with the dashboard of where we are.

Um I'm not going to belabor I do have the final chair.

This um point.

Thank you, Commissioner Moore.

But I will ask that you all come back for the May meeting.

Um with some improvements around this.

We will continue to work with Ken, and Ken will continue to work with you all on some of the things that we would like to see around these these deficiencies to bring bring us back into the fold because again, HUD is not playing with us.

No.

And I cannot sit here in good you know faith and just l let it just continue.

We've been in meetings with them.

It's not a guarantee that they allow us these extensions that they have been gracing us with.

All of us are impacted by that.

And I hope you read into that sentence.

We are all impacted by that.

So I understand that you are new to these positions, but I also understand that you agreed to them, knowing where we are today.

So the expectation is for us to be problem solvers, but expeditiously.

Whatever these impediments are, whatever the problems are, whoever we need to get into the room to solve them, we do not have time.

We are behind the eight ball.

So we can sit here and tear all of this stuff apart.

We'd I'm I'm I'm going to shut it down.

We're meet with these staffers.

Can arrange for each of us however you want to address it?

But for May's meeting, please come back with a comprehensive plan as well as some movement in the right direction with these vacancies and other things.

Okay.

So that's 30 days plus, I think, from now.

That's more than enough time.

Okay.

Ummissioner Moore.

No, thank you.

And I'll be and I'll be brief because I want folks to understand that I'm not just talking about vacancies that were vacant 30 days ago.

You know, we're we're talking, I'm not talking about somebody that just moved out a week ago.

I'm talking about vacancies that have been on the books for months.

I don't even know if it's years.

I don't know that.

I don't even have the data in front of me.

So to the chair's point, one of the things that I am looking for because of the rough when I did the rough numbers as to what's left, this um I came up with 367 units that are still not ready.

You know, I'm curious as to of this number.

We talk about the unit inspection sheet.

Do we have any of that information?

How long have they been vacant?

So I just for the data point piece for me, I would just love to know of the units that are vacant, how long have they been vacant, what is the triage process because there's some things that are low-hanging fruit that can be done.

What can be done to move these to a um, you know, so that we could move to a ready, you know, position.

Um, in addition to if you so, you know, Mike, you also talked about um staffing really, really quick.

How many folks do you have on staff that are that are in maintenance?

Oh 30.

32.

32 daytime guys and two nighttime guys.

And two nighttime guys.

And the folks that are on nighttime, are they just handling like emergency situations or they handle all emergency after hours work orders?

And then so, and you can come to me, I won't belabor the point for it for your 32 daytime folks.

Um that's a I I would love to know what these people are doing.

Like, oh, X number of people are for this, X number of people for that.

These people are trained in this, so they typically do this.

I I see 32 people because if you want more staff, I need to know what the 32 are currently doing.

So if that that would be part of my data request for um for the May's meeting, but I I I need to see some details and some movement because we are behind and and this department or this uh hack them when we talk about resources, uh a ready unit is one that we need to gain, you know, to it equals dollars, and if we don't have dollars coming in, we can't there's not we can't do anything.

We're gonna continue to be in the hole, and we're I'm sorry, I agree.

I agree.

Thank you, Madam Chair.

Thank you all so very much, Vice Chair Godzilla, and then we're going to move on to the next.

I'm I'm gonna end this on a positive note.

So every day I go have to go for a walk as part of my physical therapy.

So on Monday, I walked over to Arlington Court from my apartment, and I had the best conversation with a bunch of residents who are sitting outside, and Commissioner Nelson, you would know who they are.

Um, and they were just charming.

Um, and of course, I thought I would say hello to all the staff.

And I want you to know, Mike, that Jose let me in.

He was incredibly helpful, very kind, and the the residents who are sitting outside that I spoke with had him had nothing but great things to say about him and about the the um person who does the janitorial work at Arlington Court.

So, you know, just so you know that we know that there are really good workers.

Thank you, Vice Chair Gutsler.

All right, we're going to move forward.

Um Patty, can you read the next item, please?

This is all within the executive director.

So I will I will call CBR up.

I believe we have Tracy Sheffield and Tina Royalty who are going to do a uh report on uh the voucher program activities.

Thank you.

Hello, welcome.

Good evening.

Tracy Sheffield, uh CBR Senior Vice President.

Tina Royalty H C V director.

Thank you.

Welcome.

All right.

So I think it would be good to just um pivot first to the PBV side of things since we just discussed from the property management side to answer a couple of questions that may be lingering.

Um for some of the properties, um, for example, Highland Gardens, we've made three separate grouped polls of applicants over the last two months.

The last poll was 200 applicants to try to get people to respond to um provide their documentation.

Um Highland Gardens has been one of the most difficult of the properties that we've had in getting responses from the candidates.

Um we have 25 uh applicants um that have responded for Mayrol, um, but a lot of times the applicants have um applied for multiple waiting lists at one time, so they have a choice of what property they want to go to when they're pulled.

So that is a bit of a variable for us.

Um there are other uh properties where there are reports of like the level of violence um in the neighborhood is making the property undesirable for tenants to want to move to.

Um so those things are kind of playing into what we hear back from applicants when they um are pulled from a waiting list that no, I don't want to go to that property, I want to go over here in a more desirable area.

So I I have a question.

If if they decide not to take the vacancy that's available to them, then what happens after that?

Do they go to the back of the line?

Do we continue to work with them?

If so, how long of a period do they have to make that decision?

So in most cases, they are on multiple waiting lists for PBV.

Okay, so they have an option if they want to choose a different property.

If they've been pulled and they also have are on another another waiting list, they'll say, Okay, I don't want to take this unit, I want to go to a different property.

So we do allow them that one choice, you know, that they can say, I don't want that unit, but I'm gonna go into this particular unit.

So, for example, I think we had um a pool where they were pull for Highland, but the offer was you have Highland, Cherry, and Merrill.

Okay.

Well, they chose Cherry.

Okay.

And so unit is available at Cherry, they move into Cherry.

Okay.

So then those two other properties don't get the referral because they didn't choose those two.

So then, of course, that means we have to do another pool because we don't have enough candidates for the property that we are pulling for at that time.

So that's the reason why for like Highland, we had to do three days, it was three different pools.

This last poll we pulled double um almost triple what we would normally pull for them just to get a good candidate pool from that list.

Okay, thank you.

Um thing I would like to coordinate with Anisia on if we can in an effort to this kind of uh wheel in the cog, right?

We have this assembly line.

Um thing that I would like to see um and coordinate with her on with on our um our admissions uh supervisor is when we get the requests for um uh for referrals.

If we could know the bedroom size that they're that like the units are becoming ready, um sometimes we don't get that information, and there could be multiple bedroom sizes available, so we want to be able to target because the waiting lists are bedroom based, we want to be able to target the right applicants for the right bedroom size.

When you say bedroom size, I'm sorry, madam chair.

Um you say bedroom size, you mean the number of bedrooms or yes, so based on the family's composition, they're eligible to live in a certain unit with a certain number of bedrooms.

So when you all are getting information, that information isn't presented to you.

It's when they first apply, which in some cases it could have been five years ago that they applied.

Oh, you're saying which side are you talking referring to?

You're talking about the applicant side or um the housing manager, or the housing manager side.

The housing when when a unit is vacant, it would be good to know the unit size that is available so that we can pull the applicants from that.

Completely makes sense.

So indulge me for a little bit.

You just get a oh hey, you just get a whatever, you know, this uh we have a vacancy.

There's no details to that vacancy.

Right.

So we got a request today for 10 uh referrals for each of the RAD properties, but it didn't list what bedroom sizes were available.

So it help us target which exact units um we need to pull applicants for for that uh bedroom size.

Madam Chair, who do I ask?

Why is that that doesn't even make any sense to me?

That would be an easy uh, I believe.

Um Anisia, would you like to to join us?

Because that's something that just makes sense.

And I'm guessing that you're you're this is this is outside of the fact that some buildings only have one bedroom, so you already know what the size is.

There are some there are some that have multiple bedrooms, so they may have one bedroom units, they may have two bedroom units, and so now we're pulling because they say they want for all of the rad properties um applications pool for those.

So now we have to determine are these all one bedroom units or are there some of them two bedrooms?

How many two bedrooms do we need?

Because that's not as um common okay of a pool.

All right.

So um for for your question, can you pose it now that Anisia is back at the table?

But also to Anisia, can you please introduce yourself and then pose your question, Commissioner Mooreham?

Anisia Robertson, the property lead director of property management, Truveau.

Um so Anisia, my question is um the the documentation that typically goes over to C VR, what are we missing that there's not a a checkbox to say up this is a one bedroom, this is a two-bedroom, this is a three-bedroom.

Is that information not included in a form?

Again, I'm not sure what goes over what that looks like, but is that documentation not included?

Because again, we're talking about we're talking about efficiency here.

The only thing that um we are required to give C VR, they asked us to give them the notice of vacancy.

Yep.

For each property, which I don't like to use the word assume, but I assume when they get the notice, they know the bedroom size.

I can say maybe for a carver and some of West Lawn, they wouldn't know the bedroom size, and I can have that address where we can put the bedroom size on the notice of vacancy, but that was me today that sent the email out to say, hey, I need 10 applications for all the red units, assuming again that they knew that they were all one bedrooms.

Got it.

So most of our property is typically just a one-bedroom, yes, for uh portable, yes, except for West Line in Carver.

West Lawn, Carver, Lapham.

Um those are and some of the Highland Gardens.

There's one unit in Beecher, but it's maybe right.

Okay.

And and scattered sites tax credit as well.

Got it.

There are 48 units of scattered sites tax credit.

And you're multiple bedrooms.

So based on based on that, what it what if we can, if that's something, because I'm just trying to close the loop because if they're looking at like, yes, I you know, we're gonna assume that these particular if you're requesting 10, and you know, of the 10, eight are the one bedrooms, but the other two um, you know, is what a two-bedroom or three, whatever, um, the or the need, the need for it.

Um I just I'm just trying to close the loop to just figure out a little bit more efficiency because I need us to be able to figure out how to do this more efficiently.

Because if it's this back and forth, it just it we're just wasting time.

Go ahead.

What I can do, because we used to share a spreadsheet that they used to can look at, and we can start going back to the spreadsheet where they can review the spreadsheet where there was a tab where it says the referrals and how for each development and what the bedroom sizes are.

We can go back to the whatever is the whatever's the easiest, more most efficient way to do it, that's the main thing that I'm looking at right now, because we have you we have apparently units that need to be filled, and if if we're if it's gonna take us so long to get applicants to fill these units, we're just talking about time.

Right.

And the the sooner that we can get bodies and families, you know, into um uh into our units, again it equates to um our moving us in a um a better financial place.

I would like to also say that if we could get the we we do have a bi-weekly meeting, um, and we did use to share that information in the bi-weekly meeting as well where we would discuss those vacancies.

If we can get those vacancies um when they're first notified of the vacancy, that would help us um prepare because when we when we select people off of our waiting list, when when we select cut candidates off our waiting list, we have to first initiate a workflow for them to fill out that takes time.

Yep.

Um we have to review that workflow to make sure we have all the documents and make sure that the family is eligible.

So that takes time.

When you so go really quick, give me a sense of what this are we talking about 60 days, 90 days, like when you say time, what are we referencing?

So it depends on the situation, right?

So if we pull when we pull someone from the the waiting list, we give them 10 days to complete their week.

In a perfect world, they're logging in the first day.

Sure, but they have to tell okay, but it's 10, let's say they don't, but with the 10 days, got it.

And they get to the 10 day and now they can't log in, so now we have to troubleshoot in some cases.

Okay.

So we troubleshoot, get them in, get them completed.

Now we have to go through reviewing that file to make sure that the family is eligible for that particular unit, right?

That we we think that they're gonna go to.

Once we determine that they're eligible, now we have to go through the process of how long does that elevate eligibility period?

It could take anywhere between five to ten days.

Okay, um, depending on the situation.

Uh-huh.

Um, depending on also how many how many families we pull from the actual waiting list.

Sure.

So once we've determined that they're eligible, we send um information to the family, um, letting them know that they've been, you know, determined eligible.

We've done our background checks, we've done all our process, and now we refer them over to the developments, right?

So now the development has to then figure out if they this is a candidate for them, they have to go through their compliance piece, and once they go through their compliance piece, the next long does that take?

I'm not sure.

And so once it comes back over to you all, Anisia, roughly.

I'm just about the same.

About I say 10, 14 days.

It depends on the applicant if they start the application or not.

And then sometimes their emails change between them doing their project.

I get that.

I get that.

I'm just looking at general timeline.

A general timeline, you know, because we're looking at about 35 days.

They log or more or more, because you know, if they if they have up to 10 days to log in, and you know, they may not log in.

Now we gotta figure out how to do that, that may take additional few more days and another five to ten day five to ten days to review the file.

After that, there's another 10 to 14 days once it's once that file is then referred, right?

I'm just looking at this sort of process from start to finish.

Ideally, I don't know what the national standard is or just where what we're missing on our end to make this more efficient because it's gonna take us uh you know uh 60 days just to get one applicant into an empty unit, and is that something that's feasible does that work for us?

Wait, you're you are exactly right about that, Commissioner Moore.

We are way over the the standard, way over the standards.

Well um Karen, what is what's the average that you please share?

Well, it depends what how the two entities are working together, but you know, it should be a simultaneous process similar to what we were describing earlier, where C VR would know when the vacancy is about to come due, what the unit uh what the unit size is so they can be prepared and they can vet their their folks, and that they've got an ongoing process where they are constantly preparing residents so that um when the when the packages can go to the property management people or to the so I guess technically well that could does go to property management.

It goes over to the complaint to the uh property management side to the hackham side side, yeah.

The LLC side.

We're missing something here, just CBR Commissioner Snyder.

Thank you, Madam Chair.

Uh-huh.

Um can you uh define what workflow means?

Yes, it's uh a online process in a uh component of YRD, which is called rent cafe.

So it's an online portal that the applicant would log into using their email address, and there is a online web form for them to complete regarding their income, their household composition, um different questions that they go through on this web form, then they are required to upload documentation to support um their eligibility.

So income documentation, how documentation regarding their household composition and members and things like that for then us to review to determine if that that family is eligible at all for assistance or particularly eligible for the unit size that is available.

They may um like it when they first applied, they could have just been a single member household.

But in the last two years since that application, they could have two, three, you know, a different number of uh family members that live with them that could change the voucher size the bedroom size that the family's eligible to live with.

So the workflow doesn't go simultaneously to a person actually getting into a unit.

It happens before they get into the unit.

How long before?

It depends on how this process that Tina just just uh went through.

It's they have 10 days to complete the workflow.

Once the workflow documentation is reviewed, we request anything that may be missing from the family, we determine eligibility, we send it over to property management for them to do their suitability for to reside in the unit.

So and then a if a unit becomes available, that's when the other guy that their work begins.

For property management, yes.

Yes.

So I guess that that was what I was trying to get at was it seemed like that there was an awful lot of front end work that could or should be done prior to there being a unit available.

Somebody's ready to go, yes, and they say we're you're ready to go.

Well, let's there are properties where that is the case.

Say that again on the there are properties where that is the case where we've sent over applicants and are waiting for the units to be ready.

So we do have that as well.

Is it a good number?

It's a sufficient number for to address some of the problems that are in the vacancy.

Yes, it's and it's by property by property.

I'm not sure what property by property.

Each property is different.

No, I get that.

So we can use property managers.

Right.

It is different.

And and I would like to turn it back over so you all can complete your report.

Okay.

Thank you so very much.

And we will get that information to you, Commissioner Snyder, just so you have you know full knowledge around this process.

But thank you for for your comments.

Yes.

All right.

Um next, uh, on the same line of the PBV, but switching to the recertifications for the PBB properties.

About um four or five weeks ago, we established a process with an ESIA um to set preemptively send lists by property of which tenants have not logged in to their portal to do their workflow so that to help them with targeted, like who do I need to go knock on a door for?

Um when we start, I'm happy to report that when we started this process um about five weeks ago, we had 507 families that had not completed this workflow.

Since this process has started, and we send a report every Monday morning, that number has gone down to 307 already in just the last five weeks.

So we are able to coordinate with them so that we're working smarter and harder, right?

Um to get the workflows completed for their recertifications, so we don't have so much document tape chasing or tenants going to proposed termination because they're not complying.

Um, and we're really happy with the work that we've done to work together on dedicating efforts from both our side and for Venisia's um team to cut down on the number of families that are not in compliance and helping them get there.

Great.

Thank you.

Um so we uh at our peak, um, I think it was since maybe December of 2025, we had over 1200 late recertifications that had not done been done.

Um we're down now down to 800 um and 91.

I think at the peak of our late recertification backlog, we were at like 2700.

We've seen a 65% decrease in the number of late recertifications in about six months.

So we're working very hard to clean up that backlog and have seen tremendous progress.

Um one area I wanted to to also talk about some things that we are doing to enhance um efficiencies, both from like the tenant and landlord perspective.

One of those, and I hope that it was it was included with my report.

I hope it made it to your packet.

It's our new request for tenancy approval packet.

But it's provides the tenant and the landlord with a lot of information that they need to make sure to get it right the first time.

So we're not having to go out, re-inspect.

And we're hoping that by by establishing this process that there's more knowledge about how the units need to be in compliance, what the process is and what to expect, what we are expecting from either the family or the landlord.

And so this is a near final draft.

We're almost ready to implement this.

But I it's one of the developments that I'm really happy to see, so that we can this is just a part of that effort of getting knowledge out to participants and to landlords of what the process looked like, what we expect from you, so that we hopefully the process can go right the first time without a whole lot of back and forth trying to get the correct information or get a property to pass an inspection.

Another um another success that we have had since I wrote this report actually.

Uh, we had a backlog of about 300 rent increase requests.

Um the property, the software that we use is affordablehousing.com.

It's where landlords can list their properties for that are available for rent, or they can indicate when they become rented, and it's a national database that's available in any community where you can do rent reasonableness testing to make sure that a property owner is not requesting rent that's above what a market renter would be charged.

So they're not trying to charge voucher holders more.

So it's a part of our regular process to do a rent reasonableness test to make sure when a landlord requests a rent increase that it's a reasonable rate.

Well, we've had some issues with the software, it's been running slow, down at times, and at times it was taking 40 minutes up to 40 minutes to do a rent reasonableness test that should be 10 or 15 minutes at most.

Um I worked with our uh IT department to establish an uh an API process, which is basically a bridge between YARDI and affordable housing.com to pull the data for us.

And so remember I said it took up to 40 minutes for a human to do it because the system was slow.

This API process was able to process 300 rent uh reasonableness tests in 20 minutes.

Huge efficiency.

We did quality testing to make sure that the data was pulled over correctly, and everything is looking great.

So this is a huge win for our department, and I'm really excited that it worked and that we've had the sufficiency that is really gonna help our staff get through these quicker than how we were doing them annually.

The last thing that I wanted to discuss was our CMAP score for 2025 and where we are today.

Um again, this is the uh the February report.

Um so we missed standard performer by 1% in 2025, but I'm happy to report significant progress in all of the areas.

Uh, every indicator that we um did not get all the points for this year.

So I'm just gonna quickly go through them.

And of course, if you have any questions on anything more detailed, I'm happy to uh provide that.

But indicator one, we're which is waiting list um management.

We received full points last year, we are on target to receive full points this year.

Indicator two is rent reasonable, that same process that I just started.

Um last year we had a 72% accuracy so far in uh as of February, which was before this API process started, it's already improved to 84%.

Um we are continuing to see upper trajectory with um with compliance and this API process that I just discussed will help ensure it eliminates human error and things like that.

So it's it's gonna help us with quality control as well.

Um indicator three is adjusted income, so it's how we uh calculate income and any deductions the family may be eligible for as well as utility allowances, things like that.

We scored a 54% in 2025, but already in twas through February of 2026, we're up to 83 percent, which gives us 15 of the 20 points.

So that is a phenomenal increase that we've already seen just in two months.

Indicator 4 is utility allowances.

Um we received full compliance last year, we are um we will receive full points this year.

We are we will receive full points this year.

Indicator 6 or excuse me, five is quality control inspections.

We received full points last year.

We are on target to receive full points this year.

HQS enforcement are now in FIRE enforcement.

We reported 83% compliance last year, which did not get us any CMAP points because you have to have uh 98% or higher to get any points at all.

So it's a very small uh range of error.

Um we are at 100% uh compliance through February, so I'm happy to report we're currently eligible for all um all points.

Expanding housing opportunities.

Um this is where we focus on efforts to deconcentrate uh poverty and focus on moving families with children or families in general to areas with low uh deconcentrated uh poverty levels.

Um I included in the board report the one thing that was not done.

There were six sections of that indicator that determined if you got points on page 19 of my report.

This was the one thing that had not been done.

We tried to work with um Hackham to see if there were any maps available last year, but there weren't, so we had to go through an outside contractor to get them done.

Um, and so we did uh complete those, and so we are now in compliance for indicator seven um for this year so far as well.

Um these reports show um where in Milwaukee the the poverty is concentrated, what zip codes are higher or lower levels.

We also have maps on transit um transit access.

So can I get on a bus easily to go to my job?

Um things like that.

We also have um reports on um public and private schools, where are the schools located in my area?

Because as a family, that's gonna be an important decision for me to make when I'm searching for a new place to live.

Um we also tracked uh grocery stores, um social service organizations, so where are the Social Security Office, um hospitals, trauma centers, things like that that my family may need on any given time so that I can make an informed decision on what area of Milwaukee is best for my family and my needs.

So I'm happy to report that we have the points for that indicator as well.

Payment standard we got all points last year, and um we'll get them all this year as well.

I've already discussed our uh progress on the annual recertifications backlog.

Um initial inspections, we got all points last year, and are on target this year, as well as annual inspections last year and this year we'll get all points.

Um, so we've seen tremendous progress in the areas that we didn't receive all points last year, um, and I'm really excited to see um what the rest we we look at this every month, so this is something we're we're constantly tracking.

Um, and so I'm I'm really happy to see the progress that we've already made in early 2026.

Thank you.

Thank you.

Um do we have any questions, comments, concerns for C VR at this moment?

Sure.

Commissioner Moore.

Um thank you.

I just wanted to um clarify really quick on um, I think it was page 19 for the uh yeah.

Uh I just want to make sure that I'm reading this correctly.

When you say under 18, you're talking about age, yes, under the age of 18.

Yes, that's correct.

Okay, so they typically gauge poverty looking at children.

That's just one of the maps.

If you go to the map on page uh 21, that's all age levels.

Okay, that is more so the one that we would typically use on analysis, but we tried to provide different maps just to show you different data points.

No, I appreciate that.

Thank you.

Um, and I believe in the last report, um, you all had an outside contractor that was helping to support the work.

Yes.

I meant to ask it last month.

Can you all talk about um what who this outside contractor is and what they are designed to task to do?

So they um in 2025, they were um the team that uh conducted the 100% file review for 2022 and 2023 files.

Um they are an MBE.

Um this year to continue our MBE status, which is a uh uh requirement of our contract, um, we shifted them to helping with the recertifications.

So they started um training in January on the recertification process, and then we started having them do um all uh we don't have them do any of the PBB recertifications, we keep them in house, but we have them doing a portion of the HCV certifications effective May 1st, 2026.

So obviously we do the recertifications in advance so that the tenant knows uh what their portion of rent is.

So they started working on those in February with May, and they continue each month to have a c a portion of the caseload um ongoing as we proceed through the year.

Got it.

And then um, do they have sort of metrics as far as we would like you to finish X number of recertifications?

Um, and what does that look like?

It's the same as our internal staff.

Um we have our requirement is for them to either complete or what we call touch 10 recertification files, and what I mean by touch is if let's say you review the workflow that the family completed, and you see that there's missing documentation, you the housing specialist would send a notice back out to the family to say, I need two pay stubs or I need this letter, something like that.

Um, and we consider that a touch because they reviewed the file, determined that it was not complete, and requested documentation from the family.

So each of our specialists, both through our subcontractor and our internal staff, have a requirement of 10 per day.

And then is there a number of um of people that are on this team?

Um they have six six specialists.

And one quality control.

Yes, they also have a quality control manager.

Got it.

And then they're they're out of they're located out of where?

Um they're remote, so they're kind of in different parts of the US.

Or this subcontractor is out of their base is out of where.

I don't have that readily, but I can certainly follow up and let you know.

Okay.

I don't remember where they're from.

Um as of February, they had four recertification specialists, as you see on our staffing plan on page two.

They've since added two people to the team.

Madam Chair.

Thank you.

Commissioner Snyder.

Thank you, Madam Chair.

Um I spent an entire career talking about displacement.

Um, and particularly to the northwest side where people were being forcibly displaced.

Um, and so the issue of your involvement or somebody's involvement, uh, how people are being moved out of what you call poverty, and I'm not gonna argue it, to someplace else, is of real interest to me.

Okay.

I would uh I I'd like to know what the numbers are.

You don't have to give me this now, but I maybe next uh next month's meeting.

Sure.

What numbers specifically were you?

How many people are we talking about?

How many families are we talking about?

Where are they moving to?

Because moving from poverty to poverty is not necessarily and who's making those decisions?

The family.

The family.

So they are eligible to move anywhere.

This is not project-based, like we have been talking where they're specific to a community.

They can live in Milwaukee, they can live anywhere in the US as long as they have a voucher program.

So they are making this is housing choice, so they make the decision on where they want to move.

My interest is are people who live in Milwaukee.

Of course.

And if you just give me some numbers of and then maybe next time as to how that gets so people are making the decision themselves, how is the data or the choices being put in front of them so that they can make a decision for their families?

Right.

And that's that's part of the the purpose of these maps that I went over is to be able to give the families information so that they can make a good decision for their family.

Um so that is actually the purpose of the map, and it goes right into expanding affordable housing opportunities.

Mr.

Chair, Mr.

Chair, Madam Chair, Lord Jesus.

It's growing late.

It's growing.

Uh Commissioner Moore.

I just wanted to just because I think you raise a really good point.

Um, I think you raised a really good point.

Uh, the Equal Rights Commission, um, this topic was before them in probably the last couple cycles where residents with housing with vouchers aren't being allowed, right, to move wherever they want because their um their vouchers aren't being accepted.

And so that's that's a whole different other issue.

Um, but there is some connection and some collaboration that we can definitely make sure that we because the um the ERC is looking to start pulling some data um together as far as complaints.

I applied here, I wasn't allowed your they they didn't accept my voucher.

They also have to have the access, yes.

And the issue is we're not having the access.

So that's a whole lot of things.

Landlords have to agree.

You know, sometimes you'll see landlords say section eight not accepted.

Not accepted.

Yes, absolutely.

That's a an incredible factor and a component to to consider when looking at areas that families can move to because that is an external factor that keeps them from these areas of expanded housing opportunity.

Thank you.

Thank you.

Do we have any other Vice Chair Gotsley?

Thanks, madam chair.

Um, I realize it's too late to change our score um for 2025.

But I am wondering if it's worth it informally at least to provide this data, this updated CMAP score to the HUD team that we are reporting to on a regular basis.

I I believe it is good for us to do that, and I think the map alone would give us standard performance.

Well, we are we are um some of the items that that the team here talked about uh are being provided tomorrow to uh to HUD.

So a new briefing packet.

Uh this is to complete the corrective action plan items.

And then in addition to that, um some of the improvement on the CMAP score, I think is good to report either in an well, first perhaps in an email to HUD just to update them, but we do have a monthly meeting with HUD on the uh on the CMAP corrective action plan, and that we can talk about it there as well.

Follow up with that.

But yes, I also actually to Commissioner Siders Snyder's point.

I'm finalizing our analysis, um, which is it's called a deconcentration bonus indicator, which is a part of CMAP, where you look at the number of families and where they live currently, and then you look back over the last year as well and compare you know the number of families that are living, and these this specifically targets families with children.

Um, but looking at this year, which would be 2025 and the year prior to see are more families moving to these areas as of opportunity, or what barriers are there in place that would hinder them from doing that.

So I'm actually in the process of finalizing finalizing that um that data.

Okay.

Yes, Commissioner.

I'm sorry, I don't want to extend this, but I this just brings me back to the move to opportunity program.

You're not part of that, but Ken knows it very well.

And um Housing Authority had partnered up with you.

I think that's the Metropolitan Milwaukee Fair Housing Council for that.

Um is that something that can be revisited once we get back on regular standing?

Actually, I I mentioned it to Tracy Um that I had been approached by MM uh Milwaukee Metropolitan Milwaukee Fair Housing Council.

They are interested in co-location of an individual in the HCV office who can assist in terms of housing navigation and mobility and and promoting mobility.

And so um we have agreed that we have some uh possibly some space that we can co-locate them in the housing choice voucher office.

So fantastic.

So we can resume that again.

I know that was put on hold.

Okay.

Yeah, I mean, we we have continued some of the things that came out of it.

For example, uh some of the zip codes where they are areas of opportunity.

Um we have uh use the small area of fair market rent rather than the general metropolitan.

And so we're able more families are able to move to those more expensive sometimes neighborhoods where there is more opportunity.

And plus I remember they're working you and also in partnership with the county to get a um I'm just gonna say CRM because my brain is just not functioning right now, uh, but to work with landlords to accept the vouchers more openly too.

So it especially in the areas of opportunity.

So okay, good.

I'm glad to hear that.

Thank you so much.

That's great.

All right.

Well, thank you so much, Tracy and and Tina for for the improvement share.

Thank you for continuing to collaborate with our team.

Um we look forward to the next report if there's anything more we can do to support, please don't hesitate to reach out.

And also just one more thing I was gonna say.

You were looking for these maps.

Did you reach out at all to the city of Milwaukee?

Department of City.

Did I manage the DMD Hall and I think if you're sort of the maps that we met out in August showing the different uh poverty areas, were you able to reach out to anyone at the city?

Because they they have a lot of this data, you know, they're working in partnership.

That's what we were hoping for.

Yeah, then I think we can affordable housing land.

And so we've got these heat maps already, and so it would be it maybe Ken, you helped to connect them to like Sam Lightling and his team.

I can try to do some some additional uh connection.

We also had done maps in conjunction with Metropolitan Milwaukee Fair Housing Council, but um they weren't of the quality that we needed to you know for the for the and yeah, I I don't know how recent it is either, so you probably needed more recently.

Okay, what about data you can use?

Do they have stuff like this?

I wrote data you can use too.

They're working on all it's all part of the collective affordable housing plan, but yes, start great with the city and then you know started.

That would be phenomenal.

Yeah, we'd be open to any of that.

Yeah, and it's it's just a matter of you being educated on these resources that's available, which is why I say don't hesitate to reach out.

Sometimes people are limited with what they know, but collectively, we all know that's great a little more to help move it.

I I think anything that we can do to support family choice, if there's any other resources available, we would love to add that to our to our packets and our information so that we can get it out too to the families.

That would be great.

Okay, and we we will um help to collaborate with the Equal Rights Commission as well as they are helping for work with identifying some trends and how we can resolve some of the issues that presents itself.

That sounds great.

Okay, thank you very much.

Thank you all.

Okay, Ken.

Thank you, Anitsian.

Uh next up, I would like to ask uh Chief Davis to come on up.

All right, Chief.

And uh see if we can summarize whatever's new in the public safety.

Sorry.

Uh you guys should have in your packet uh several things.

Uh if you want you can just tell me what you want to know about, and then uh we'll go from there.

I know we're kind of uh here late today.

Chief, I would like for you to summarize some of your high points, some of your achievements, and if there is any um other issues we need to know about.

All right.

Well, I'll first uh go with the after action items from March's meeting about that.

You talked about package thefts and reviewing some of those things and what public safety is doing uh for the organization to mitigate those thefts.

Um we looked at reported thefts to uh package thefts to um to public safety department.

I think we came up with about eight incidents this year, which is low.

It's very low compared to other years.

So we've gotten a messaging out to the residents about uh being responsible for getting their packages.

We've piloted we piloted um package room at Highland, Highland Gardens uh when they were doing some remodeling.

Uh that package room is a secure room where the residents have to go in with their badges to get a package out of that room.

It does a couple of things.

It gives a secure place for them to be uh delivered, and it's monitored with the camera inside, and the badge reader of course to tell us who's in there along with the camera.

So that was successful.

There was a need at Arlington uh that was determined to be one of the other hot spots, so to speak, for package thefts.

So uh last month in March we opened it and it took a month, no more than that.

So we got the materials, we got the cameras put in, we got the door reader put on.

So that's up and running right now.

So we're gonna look for opportunities and other developments where there is room for it.

Uh, not saying that's going to be something we're gonna be doing across the whole portfolio, but that is uh what we did in response to uh last month's request.

Madam Chair.

Commissioner Moore, really quick, Chief.

What was there a cost to that?

Um, because I know you mentioned cameras, so you know, to do something like this, it's gonna cost us X number of dollars.

Absolutely.

Uh we repurposed one camera from public housing to put into that room.

Um we did internally get the badge reader installed, so we only paid for the hardware.

And then I was moving, so I supplied uh the shelving something that I didn't need.

Uh and I wasn't gonna be able to take to my new place.

So all that fell into place, so the cost was really effective, and and I think we did a good job.

We worked with maintenance IT and property management and got that thing done in about a month.

That's awesome.

Thank you.

Absolutely.

Thank you, Chief.

And that's worth highlighting, sir.

Yeah.

Um I know it may be minor to you, but for us, that's that's significant.

So thank you.

Absolutely.

Yes, Commissioner Nelson.

Yeah, I wanted to speak on this uh concerning the package room.

Yes.

Once again, I'm a resident of Olerton Court, and you spoke about us having uh the new system in the residents as well as the property manager manager are elated because part of the problem was that the different delivery comp companies would literally come through our doors and set the package on the floor.

Yeah, right.

On the floor, and they go out the door like they've done their job correctly.

Yes.

So I personally get a lot of packages, and so I was able to um not be concerned.

Yep.

Uh I don't need any stress.

That's it.

And that's very stressful when it's like you are gambling on whether I'm gonna get my package or not.

And um, it's worked out well, and I just want to say that we we're very critical because we're concerned, you know, we're commissioners, so our job is to make this ship run properly and to work together.

I can't emphasize enough that we are at the end of the day, the essence of the act is the end result.

So we're trying to get good results.

So sometimes we could sound like we're demons spitting fire or whatever, but we we're compassionate about what we do.

Absolutely.

While I'm on this topic, and I want to conclude by saying thank you.

Uh I have a concern that was brought to my attention by the building manager, Jazz, and by uh a janitor.

He's not a uh a maintenance man, he's a janitor, hired to sweep, pick up trash and stuff.

So he patrols the building from time to time, right?

Walking up and down the staircase, he stays on the second floor.

So they both the uh building manager as well as well as him have observed people from the outside from the public, um inside the building without permission, without a key, and they're uh hanging out for lack of a better word, in the stairwell in the staircase.

Their main area is like the 22nd, 23rd, and we call it uh the penthouse.

They're up as high as you can go.

Then some on the second or third floor.

So what happens is um when they're confronted, we ask them, you know, basically, you know, why are you here?

We know why they're there.

Um are there getting high, you can catch them with uh drug paraphernalia.

Yeah, and it's out on the steps, you know, they're setting up shop.

Some urinate, defecate in the hallway.

Yes.

Because what happens once you inside that building, to get into the restrooms, you have to have a pass key.

Right.

They don't have that.

And so they come in, it's an all-night thing for them, and so at some point they may need to do number one, number two.

And uh that's horrible.

I hate that.

So uh you do an excellent job.

I'm so happy because your commitment and your consistency, and you always uh look us in the eye and answer our questions.

You have a lot of data, so that uh release us of a lot of questions because you answer them ahead of time.

Right.

But let me quit beating around the bush.

I want to officially ask you.

I don't know how you do it, you have your own system, but this is uh an alert.

Um I don't know if if this means increasing your patrol.

You would think in the winter time, the homeless people or whoever come in because of uh the need for war.

It's getting warm.

And I'm like, it's still coming in, it doesn't matter.

Yeah about the weather's a need to get off the street for whatever reason.

Right.

So please take a look at that.

It usually happens between 12 and 12 midnight, five or six in the morning.

They clear out.

They come in once they think all the traffic is gone.

You know, up and down the stairs.

And then they clear out when they think everybody is up.

Okay.

And you got movement going up and down the stairs.

Right.

If that makes sense.

Absolutely.

Um at the back of the room is uh it happens to be my frontline supervisor, a uh onboarded public safety specialist that will be working those hours, as well as the captain, who's the operational uh head, so to speak, of the department.

So they're an audience, and I'm sure that this messaging is gonna be received and acted on immediately, sir.

Yeah, and we're talking about addressing a lifestyle, they have their own community.

Right.

Word gets around.

Hey man, I need a spot to go to.

Conversation could go like that.

Man, you can go into Arlington court, and then we've spoken with several residents because they're letting people in the building.

We know this for a fact, who um have been uh officially asked not to come back to the building.

The paperwork is in on your bar from here, I think three years, whatever the case is.

It is and so uh it's reported that so and so is in the building, Joe or Red, they report that to the property manager.

They say, where are they at?

Oh, they're on uh the 24th floor, 2401.

So they proceed to go to 2401.

Sure enough, that person has come and gone.

So they talk to the resident and say, Well, so and so here.

It's a yeah.

Well, why are you letting this person in?

Because they're barred from here.

And uh yes, I'm getting I'm I'm being asked if there's a question.

So um the question is are you currently, and I think you may have answered it already.

Are you currently patrolling the the stairwells or is there a need after hearing what I said for increase?

How do you deal with that?

When you do not just for Arlington court, right, but across the board.

How do you deal with that?

Absolutely.

We deal with it proactively.

We have our rotational patrol assignments and our community safety deployments.

One is based on data, that's the RPAs or the rotational patrol, and then the others based on what we're doing right now, is talking to residents, the community safety deployments.

So what will happen after today if it's not already on the CSD, um, the captain will put it on the list for CSD rotational patrols, proactive patrols that we do based on resident concerns, in addition to our RPAs, our rotational patrol assignments, which are also done proactively in between costs for service.

So I can assure you, Mr.

Commissioner Nelson, that this will be looked at uh with with a keen eye.

If if it's not already on our one of our rope list, it will be added, definitely.

Yeah, we're concerned about our safety.

I didn't mention this because we're trying to cut down on the time for the meeting, but when someone who who is a resident allows someone to come in, we will go to that person who's a resident apartment or wherever they are and confront them in a respectful way about why is this person in your apartment or whatever.

Yes.

And whatever answer they give, we let them know that this person has been officially barred from here.

Yep.

We're gonna have a problem with you if you continue to let this person in.

And that's something we address with the property management, public safety and the property management and and city attorney for that matter, uh, regarding trespass people, right?

And regarding lease violations for residents that uh do not conform to that person being trespassed, especially once they're notified.

So we work with property management, we work with uh the other entities to do what we can to get those people out of our building and not to come to our building.

If need be, we trespass people and the police have also come and engaged and issued citations.

So we do all those things.

Give me an opportunity to uh allow my team to have their presence and see what that looks like.

Yeah, because we want to uh send out a strong message, it's about messaging.

Yes, they talk among each other, Madam Chair.

Okay, I I'm I really need to to turn it back over to you, um Marla.

I do want to have you to address the um the teen takeover response.

I would I would like to know where we are with that.

And um Commissioner Moore, you had a question really quick on on on this point.

I just wanted to ask about the hours.

Um, so uh property managers are usually there till what time?

Five p.m.

Till five p.m.

and then after five, there's no sort of staffers on deck in our properties or no except for public safety.

Go ahead, I'm sorry.

No, no, no.

So except for public safety when you all sort of do your rounds.

That's correct.

And really quick, these sorts of incidents that um the commissioner is referencing typically takes place evenings commission.

Is it just evenings or is it all day?

12 a.m.

to 5 a.m.

I think.

That's what I wrote.

So after hours, yes.

Can I respond to that please?

Yes, sir.

Uh the people who violate the rules, they know what time the staff is there.

Sure.

It's very clear to them that after five is wide open because when the managers are there, if they see you, they will confront you and say, hey, what are you doing here?

You're on our list.

So normally uh I would say between uh 11 p.m.

maybe 12 midnight.

The perpetrators are saying there's not a movement, there's not a lot of movement of traffic.

So they go up and down the stairs without crossing paths with the normal traffic.

Gotcha.

And it's 12, 11, p.m.

12, midnight to about five in the morning.

Got it.

And really quick, Chief.

Are there um in some of our properties?

Are there typically cameras in our step well or not necessarily?

No, not in all of them.

Okay.

We have some things in the irons in the fire about cameras.

Uh we're working with Allison as far as some of those CFP funds and see what we can do.

Got it.

Uh, we understand that there are challenges in those stairwells, and we want to put the cameras or use the the hardware that we have in the best places.

Exactly.

Um, but we're definitely gonna look in and attack this head on personally.

Thank you.

Boot boots on the ground type stuff, right?

So historically, these kind of issues fluctuate.

Sometimes we have no problem, no issues.

Then out of the sky blue, we have all kinds of people wanting to come in and uh hurts, you know, on the stairs stairway.

Yeah, and there's the disappear.

And they don't come back.

Yeah, yeah.

You know.

Yeah, that's the challenge in that area.

Uh so we recognize that and we'll definitely put some work into that.

Um I know Commissioner uh team talk about the takeover.

But we can just go through the data real quick, I guess.

Um change this report.

Some stuff is moved.

Our costs for service between this time and the last time we met our have decreased uh 19%.

So between last month's meeting and this month's meeting, we went from four 408 costs for service to 329.

That's a decrease.

Our um officer initiated work decreased uh by 26% from 875 to 642.

I'll attribute that decrease to a change in staffing and staffing patterns and and personnel.

Uh of course I talk to all the time, is uh it's good to have a full staff, but not if you don't have a staff that is uh performing in a way that's expected.

So I would attribute that decline of 26 percent due to some staffing changes.

Um you guys have a cost reduction.

We were asked to reduce costs, we did the best we could uh regarding our part for the organization.

We uh rearrange some security uh profiles at a couple of our buildings, meaning we took some away that weren't really needed based on the data, or we changed uh the hours uh based on the data.

Uh we stretched one of our security service providers so that we get more bang for the buck.

We remove the body and then stretch the one that was left based on the data, which ends up estimated uh about a $20,000 month uh savings for the organization as asked by uh Kent.

So that was our part to try to reduce some of public safety's impact on the finances.

Excuse me.

Any questions?

Excuse me.

Do we still have security in the Maple building and out there in Westland?

We still have our security service provider at Westland Gardens.

But that was the one we stretched.

So we went from two to one.

And then we looked at the data to see when the most activity was.

So like Thursday, Friday, Saturday.

And maybe Sunday, Monday.

But Tuesday, Wednesday, there's nobody there.

So it's just a cost reduction.

We had to do what was fiscally and financially responsible for the agency, and that's the best way we could do it at this time.

If there is something that arises, we do have a good partnership with District Four.

Um, so we can make those phone calls when need be and get some immediate response just by calling the lieutenant's office.

Um but we expect our residents to be, hey, right.

So that's what we're banking on as well.

So anything else to add while we're waiting for uh oh sorry, go ahead.

You if you have a question in the chair's absence, I'll just ask a question.

Yes.

Um it just went right out of my head.

Oh my god.

I can't believe it.

Can we go?

Um yeah, go ahead.

Staffing.

Ken.

Um I just want to, you know, I feel I can wait, you know, use this time to update you on a different topic other than public safety.

Um the asset management plan.

We do a quarterly update.

There's really no changes.

This is this is how we looked at developments in terms of you know what is needed and what our conclusions and recommendations were.

Uh, there is something in your packet that does say um there's no change since the September 30th report.

Uh, and so that's just a quarterly update.

On the um I know, Chief, you probably don't want to talk about any specific case.

I thought of it.

I'm sorry.

Okay.

So, Chief, I wonder um this your staff that are here.

I wonder if you could introduce them.

Yes.

That would be really helpful, I think.

You want all of them, or just the sergeant and uh well, you know, why not here?

Oh, it's as long as we're waiting for Charlotte to come back and sit down.

You might as well introduce them all.

I think they can project ma'am.

No, come on.

Oh, come on now, take them to the table.

Come on up.

Some of you we know, but some of you have never been formally introduced to the commission.

Well, they should be prepared.

I should have worn my uniform too, right?

So I'm Captain McDay.

Captain.

What do you do?

Yeah, what what can you tell us a little more about your role?

What you do?

I do a lot.

Yes, yeah.

So I mainly deal with the operations of the department.

Um I don't know, I from anywhere from I do the Mr.

Nelson.

I do the uh CSD and the RPA list everywhere.

What does that mean?

What the community safety deployments that Chief was talking about earlier and the rotational patrols.

I the one I'm the one who developed those lists.

I looked at look at the numbers and the data, and like Chief said, based on um some resident feedback to um some of the uh resident organization meetings and stuff like that.

Um and sometimes well Lieutenant Powers, she goes to the meetings, so she'll come back and let me know.

Hey, we need some patrol in this area, and so I'm the one who developed that list, and I put it and we call it our pass downs.

It's in our record management system, and so I keep up that list.

I do it weekly.

Um I do interviews, I manage the lieutenant, the corporal, the sergeants.

I just oversee the whole department.

Thank you.

Yeah.

So are you like the right hand to the chief?

Yes.

Okay.

In his absence, I'm there doing what I need to do.

So that's good.

Um, I'm Officer Harris.

I'm new to the uh company.

And you're gonna have to speak up, Officer Harris.

You hear me now?

Yes, better.

Um, I'm new to the company.

Um, I do the third shift, but right now I'm trying to uh for pretty much the power shift, which is the toilet to A shift.

Uh doing can you become please?

I do CSDs and uh the RPAs for my uh manager, Sergeant uh Wiggins.

Yeah.

And Officer Harris just started with us last Monday.

Welcome.

Welcome, welcome.

Really new.

Congratulations.

Congratulations.

Yeah, thank you.

Hi, everybody.

I'm Sergeant Tramel Wiggins.

Been with the company going on four months now.

My background, I had 18 years with the Department of Corrections.

Well, I was there at the Department of Corrections.

I was a field trained officer, strike team leader, a weapons instructor.

I'm certified in AED, CPR, and Far Wise as a company, Far Wise's public safety.

I'm the supervisor from noon to APM on my hours.

And I basically just oversee the operations for Wise as the public safety officers and the dispatchers when nobody else is there.

And I'll go around to developments and I'll also do patrols, far as CSDs and RPAs.

We walk the hallways, the steering wheels to make sure nobody's like uh doing any drug activity.

Right.

Sleeping in the hallways, just make sure that everything is clean.

So like if we see like trash and stuff like that, we take pictures.

We just call the community observation report.

And we send it in, and the manager gets it, and they should go around and clean up the stairwells.

Okay.

Based off our observations that we had seen.

Okay.

All right.

Thank you.

Thank you.

Thank you, team.

Thank y'all so much.

They can say we're almost done, right?

Um in response to the chair's inquiry regarding our camera systems and when they go down.

Uh we did check and confirm that our records management system upon uh the closing of that report, that down camera report, that report goes to property management's email uh directly.

And then we work with the IT and Mike Wellman's his side of the house to get that camera back up as soon as quickly as possible.

That's the expectation.

Is if we got them there, I expect them to be working.

Right?

Or take them down.

If they're if if they're in the life and we can't fix them, take them out, take them down and take them out of my system.

Because I don't want to explain why somebody thought a camera was there and something happened, and then all of a sudden we find out the camera was there, but it wasn't working.

So that is communicated effectively immediately after that report is closed and completed.

So that's the follow-up to that last month's question.

That's highly exemplary.

And then and this is the type of response I'm looking for for our leadership with this organization.

I appreciate it, Chief Marlin Davis, that you take our suggestions or whatever our concerns are, and you swiftly act to execute, not just brainstorm.

So I know it's not all you.

I know you have a comprehensive team that supports and continues to work with the different departments.

So thank you so much for coming to present um, you know, the the traction that you and your team continues to to um have with the organization, just knows that it knows that it doesn't go unnoticed by this body.

I appreciate we left the team takeover question until you got back.

Oh, thank you.

Teen takeover.

So um a couple weeks ago we started getting information from various sources that uh there was a plan to take over our developments at at Westlawn and Hillside, Carver and Parkland.

Uh the team to the takeovers are something that has been a phenomenon.

I guess while every uh teenager, high school or young person was on break, they were going to various locations and causing habit.

Uh we got word of it, and um I called it in the MPD Intelligence Fusion Center, spoke with Captain Simmert, and I called the various districts and spoke with the captains there.

They had already also been in the loop.

So we figured we'll be a part of that plan and be proactive, and we developed a deployment plan.

Uh I think Sergeant Wiggins uh was pushed into coming out of his uh comfort zone and put some of that stuff together, and then um we shared what we were doing with the police department and the neighboring uh partners.

What that looked like is we deployed from I believe uh 12 to 8 resources just patrolling these various uh developments and almost like lookouts.

So we had a line of sight with the police department that this is what we would be doing.

We uh will be calling those lieutenants if if we did see something start to brew.

We thought we saw something brewing at uh West Lawn, that school.

Uh there was a group, the Aquas, whatever Aquas' new name is, Officer of Community Wellness and Safety.

I think they're the Department of Community Wellness and Safety.

Uh they were out there um barbecuing on the playground.

Um so they agreed that uh they would leave at a at a good time.

They left at about two o'clock, so we didn't get too many uh people there, and the sergeant and his his team uh went out and monitored as well.

We also saw the police had also come, Milwaukee Police Department, so they were aware we were doing this.

Uh we did it.

I don't know if it I think it was cold that then.

So it was just it was something that we figured we'll do actionable um to get in front of anything that may have came down.

Luckily, thankfully it didn't.

Uh but it just shows the ability for this department to take some information and and hurry and pivot in real time and be proactive to uh do what's right for the agency and our residents, visitors, and staff.

Wonderful.

Thank you so very much for that report and being so responsive.

Um do we have any other questions, comments from our commissioners?

Okay, all right.

Thank you so much team.

Thank you, and that concludes my report, Madam Chair.

Did I guess that?

Okay, well thank you.

Thank you so much, Ken.

All right.

So if there are no further further questions, comments, or concerns.

Can we get a motion to adjourn?

So moved.

Cool.

Yes, okay.

So sorry, before and I don't think I saw it in this one.

We're adjourning.

I know.

We are adjourning.

Um stop it.

Meeting.

No, it was just um Commissioner Moore.

Chief Chief.

No, no, no.

It was just um in regards to the the number of um it was per property.

I see, I don't think it was um it was included in any of our materials.

So maybe next time when I asked about sure the number of properties that they have to they mostly go to based on the concerns like that.

You remember what remember, Chief?

Yes.

Um I'm sorry.

Oh, that's okay.

Welcome back, Chief.

I'm Marlin Davis, Chief of Public Saint.

Sorry, sorry.

That was something that I had to think on how to give you that data and how to make it make sense.

That's perfect.

Uh coincidentally, I uh had to do something for um Amy for the mayor's meeting, and I figured it out.

The light bulb went off.

Perfect.

So, what we're gonna do, I guess we're gonna figure out how to include this in here.

You guys can tell me what you want me to take out.

But we're gonna do top five.

The top five properties, and then uh what that makeup looks like.

I'm hoping that the majority of those reports and calls are gonna be self-initiated.

Okay, yeah.

Okay.

But we're gonna do top five.

Okay.

And we'll figure out how to.

I think I did figure it out with the request from Amy.

Uh so you guys let me know what you want me to take out of there or make it in addition to what you're getting.

But in addition, that's perfect.

Thank you.

Okay.

Yeah, I appreciate it.

Thanks, Chief.

All right, thank you.

Okay, no.

Thank you.

All right.

Can I get a motion to adjourn?

Is there a second?

Thank you.

Meeting adjourned