Thank you.

I mean, if you don't mind doing that, no, I don't mind I think I'd rather have you want to install them totally.

Yeah, okay.

Um the other part of the presenters.

Topic rather than a little.

At least it's still gonna be so.

I did too.

I needed something brighter than the sky.

Exact same thing.

Oh and then go into the slides getting on top of the high slide.

This is the no scoring that is supposedly not.

They um so we went to uh meeting last minute high meeting I had yesterday in Legend.

And the guy Dr.

Marvin there said that people in PSH could stay for a year in transition, and like everybody in the room was like what?

That's not what you said before.

There's a transition only in it's not in there.

I went home and read that hundred and thirty whatever page document front to back trying to find it.

I didn't read word.

We put it through AI different AI as three different data.

And we never airless and the entire thing she didn't know.

So the reference like there's things where you can go to their places and find documents that will help you all.

So I don't know if the court they did something at the court probably yesterday and blocked it all, and it was a so we just have something on all the same something saying we're gonna tell you something.

And like that we keep redoing the same way.

Um just looking at poverty, and that's just issues.

Where do you see how the treatment?

I mean, there was a lot of things he said that I think everybody actually I wish we could have consumpted all time with them as community and actually bring like people like a little bit broader representation in each community.

That's just funny because it's not about some things.

But they sit down to think about the COC registration today.

So it's like the first part of the process.

Well, the next part is maybe create reading questions.

So it's kind of kind of process, like they don't want to really.

So I was like, hmm.

Um if we don't know what this year.

Yeah, I think we have a whole time.

We're close tomorrow.

Are you just there's some of us?

I'll be in the morning.

So the government.

I only have a little take off Wednesday and you all customer all occasionally.

Oh, that's the all you think we're gonna have to turn around and even do access building institute presentation.

Um, agency setting that had another C BG funding that's more focused to C BG.

Okay versus the other one, which is more focused on overall massive and our properties.

Okay.

So we'll have two days of presentations on his own rank budget and on the second day's on the Monday.

This was for numbers for that received CPG before the interesting.

And um haven't gotten notice from how you're seeing the job.

Who knows when that's right?

He told us by the third, but they're not looking at some.

Actually, I would say 15.

Yeah.

Is it good Fridays?

Yeah, we're closed whenever the ports are closed, basically.

It's good enough for you.

Um, second round.

Yeah.

Okay.

Started late.

Yeah, because of the issues she's had.

Exactly.

Right.

So we're not trying to be here at all.

So keep your questions to a meeting.

Right.

Okay.

We can do that.

I don't know if I can ask the question.

This is the email.

Yeah, right.

You may submit your questions.

Well, I'll put that in a slide upperhead that allows me to put that in some of that tall.

Maybe that's on the last slide.

Sure.

Oh, for the allocation.

No, I'm we know the multiple way to get the applications to see this.

The amount of the action.

That's all that's probably you need to know as an artist, I really excel in sticking here.

So don't worry, that might really be bad.

So it just because we haven't had a chance to touch base.

So that kitchen area.

Oh this is the entry.

This is so not to scale.

So we sort of say it's right.

This is where the current this is where the current like safe is.

This is the door in there.

This is the sink and also.

I mean, I know it's in the awkward, but we want to make it like a gallery kitchen.

Well, remember I was here in such a little weird.

Yeah, there's the way that we can't.

And again, this is just what he what he had to do.

I was like explaining, hey, we would want to move this area over here.

If you really want to do office, why don't you track this?

So the he was in the later price.

Oh, exactly.

So I have the new presentation.

That's why I was thinking if we guess.

And you just like yeah, but like I build the interesting, I mean, and again that's a building exercise in the last one years.

It's like great and sealed as well.

So you yeah, you would have to go around the second floor and like just move that formula.

Okay, you can fairly easily have the destroyed ceiling to like get all exposed.

Because what I was trying to figure out is when I was trying to compare it.

Sort of scale from those interviews together.

Yeah, I don't I wonder what size they are, but I remember something like hey, that's not that excited to drop in one.

And then still fit in bottom in two different room skin in addition to like you'd have to change in there.

Yeah, but you can have this here, it's so piece of it.

I think it's very fast.

No, it's pretty well.

We can even have a calendar for it.

Good evening.

Let's begin.

Good evening.

I want to welcome you to the second public hearing for the 26-27 one-year action plan.

My name is Monica Brown, and I am the community planning and development grants manager.

And I want to welcome you on behalf of our director, Roslyn Clemens, who could not be here tonight.

We're going to do a short presentation on the one-year action plan, followed by a couple of presentations from our partners, which include the Lucas Metropolitan Housing, the Toledo Lucas County Homelessness Board, and Fair Housing.

So tonight we're going to talk about the 2025-2029 five-year consolidated plan and also our one-year action plan that's tied to that.

The city receives funding each year from HUD through programs from CDBG, Home, and ESG.

The plan looks at our community needs, including affordable housing, community development, and current housing market conditions.

So our one-year action plan, which covers program year uh uh 2026 through 2027, tells HUD what we plan to complete in that year.

The uh plan will identify strategic projects and performance measures that will be carried out using our annual FUT HUD funding allocation.

And also it's going to be um including our prior year carryover funds.

Projects included in the action plan are designed to address the needs, priorities, and goals established in the consolidated plan.

If for some reason we have to make any type of um additions, uh new projects, or change the use of our funding, then the um uh the city would be required to submit what's called a substantial amendment to these plans.

So for this program year application process and timeline, we had an application uh mandatory meeting on Friday, January 9th.

Uh we had it in the morning for our non-homeless service providers, and then we also had um a meeting in the afternoon for the home and ser homeless service providers.

We did open up the office for open office hours for general CDBG uh questions on January 21st.

On the 22nd, we did host a um application question session in the morning for the non-homeless service providers, and then we did it again in the afternoon for the homeless service providers.

Uh the application for the funding was due on Friday, February 6th at 4 45 p.m.

We're also holding two public hearings.

We did the first one last Thursday, March 26, and then we're doing the second one today.

Hopefully, legislation will be submitted shortly to uh the mayor's office.

We can't submit our uh legislation to the mayor's office or to city council for approval until we actually receive our award um award notification from HUD.

Last word we received that it's possible that we could get it by April 3rd, but we're anticipating probably in the next week or so we should know our allocations for the new program year.

The city has to participate in what's called a citizen participation plan, and that outlines a comprehensive strategy for engaging our residents and stakeholders in the planning and implementation of our housing and community development activities.

We do do a 30-day comment period on the draft action plan.

That comment period started Wednesday, March 25th, and it's going to run through Friday, April 24th.

Again, we do hold two public hearings as we're required to by our citizen participation plan.

The first one was last Thursday, March 26th, and then the second one is today, April 2nd.

The public hearings and comment period are promoted through a outreach campaign that includes public notices.

We do press release, website postings, social media updates, which includes Facebook, and then also email notification to our community partner organizations.

We also hold all public hearings in an accessible facility to accommodate any individual with disabilities, and there is a virtual option if that is necessary.

Whenever we do our application process, we use what's called a citizen review committee.

And this committee helps to determine who will be funded.

Each year, nonprofit agencies serve serving low to moderate income individuals or families are eligible to apply for our funding.

The application process is competitive and it's done through an online system, but the key component of that is our citizen review committee.

They serve as an advisory board to the our department, the mayor's office, and also to city council, and they're comprised of volunteers and community leaders who live, work, own businesses, or otherwise represent the interests of our Toledo low to moderate income residents.

The CRC plays an essential role in our funding review process.

In coordination with our IRC, the CRC evaluates the applications, they participate in agency interviews, and they also provide funding recommendations for our CDBG and our ESG programs.

So we had two citizen review committees.

One was for our non-homeless service provider, and then the other one was for the homeless service providers.

The non-homeless service providers were comprised of representatives from Pramedica Ebide Center, John Henry Eldritch Jr.

Foundation, the Lucas County Department of Job and Family Services, the Toledo Lucas County Public, the Toledo Lucas County Public Library, Toledo Public Schools, TARDA, and a private consultant.

For our non homeless service providers, CRC, the representatives from agencies from the Continuum of Care Chair, and Grady, NAMI Greater Toledo, Team Recovery, the Criminal Justice Coordinating Council, Toledo Lucas County Care Net, the Toledo Led Resource Center, the YMCA of Toledo, Mental Health and Recovery Services Board of Lucas County, and then also Lucas Metropolitan Housing.

For our application process and timeline, we started out with an initial application orientation, so that included our mandatory orientation meeting.

Any applicant that was seeking CDBG or ESG funding were required to attend the application session.

The session provided a general overview of eligible activities, our HUD national objectives, and also application procedures, which included submission requirements.

The applications had to be submitted by the established deadline, and if there were any late or incomplete application, they were not accepted or would be considered for funding.

The application review process, the applications undergo an initial review by our internal review committee, and what we do is we ensure there's completeness and eligibility, and then it's followed by the citizen review committee doing a final evaluation.

As a part of that process, applicants are required to participate in interviews with the CRC to support the overall funding assessment.

Next, we do a CRC review and recommendation.

So following the applicant applicant interviews, the CRC convenes to deliberate and develop their funding recommendations.

These recommendations are submitted to the director of the Department of Housing and Community Development for final administrative review and approval.

Upon that completion, the final funding recommendations are forwarded to the mayor for consideration and approval and further fund of further prepared and submitted to city council for the formal authorization of our funding awards.

The minimum application requirements for our homeless and non-homeless service providers were you had to be a nonprofit 501c3 in operation for at least two years.

It can be government agencies, and that's government entities or government quasi government agencies, other nonprofits as long as they were in operation for again at least two years, certified community based development organizations or CBDOs, our homeless service providers, and then any other nonprofit that could demonstrate capacity to implement the proposed activity or project.

The evaluation criteria that we looked at was the agency financial stability, board of directors composition.

We looked at the project budget and also any leverage funds for their one to one match, the activity impact for the community, and then overall organization capacity and their past performance.

So for the 2026-2027 application, we received for the CDBG program a total of 34 applications and the amount of the request total of $4.5 million.

Under the home program, we received one application for the home buyer development, and that totaled $400,000.

And for ESG, we received nine applications from our homeless service providers for a total of $1.3 million.

So for the 2627 action plan resources, right now we're basing everything on what we received from our 2526 program year.

So we're anticipating level funding.

This is what we have been told by HUD that we we should receive level funding.

So we're basing everything off of $7 million.

We do have some carryover.

We have about $1.8 million in carryover.

So our total resources that we're looking for for the $2627 program year is about $8.9 million in CDBG.

Under home, the allocation for $26, we're if we receive our level funding, it will be $1.9 million.

We do have some carryover of about $5 million.

So we're looking at about total resources for home at $6.9 million.

And then for ESG, the allocation would be $627,043, and that's our total resources.

We have no carryover money for ESG.

So those are the dollars that we're looking at possibly having it could possibly change depending on once we receive those actual allocations from HUD, but that's what we're thinking that we're gonna get if they're going with the same level funding as we received for 2526.

So the breakdown of our resources is um planning and admin.

We're gonna allocate about 1.4 million for planning and admin.

Um our home, our housing program delivery, which is our our housing division staff, about 900,000.

For our public services allocate of public services activities, we are limited to a 15% cap, so we can only allocate out a million fifty-seven thousand towards public service activities, so that's the amount that we're going with.

Affordable housing, we're gonna allocate 1.8 million for neighborhood parks and community centers, a million for economic development, 747,000 for our capacity building institute, 150,000.

We're gonna allocate 220,000 towards our nurse of public services for our nursery housing activities 820,000 825,000, and then two new strategies we're gonna be implementing is our NERSA co-compliance demolition.

We're gonna allocate out 250,000 for that activity, and then for a NERSA strategic economic development activity 500,000.

So that accounts for our 8.9 million dollars for the 26-27 program year under CDBG resources for our home resources.

Um we're capped at 10% for our home administration, so we're gonna allocate out 196,572 for admin.

Total set aside, there's a 15% minimum that we have to do, and with our carryover, we're gonna allocate $844,000,859 for total set aside.

Our homeowner rehabilitation, we're not using any of our allocation, but we are going to use $2.4 million in carryover dollars to do our home homeowner rehabilitation program.

Our rental housing development, we're taking uh $1.4 million to allocate out for that.

For our home atlas down payment assistance program, we're not using any of our current allocation.

We're gonna do some carryover.

Um, we're gonna allocate out a million dollars out of carryover dollars, and then to wrap it up for home buyer development.

So that uh totals our 6.9 million that we're gonna use in home dollars for the ESG resources.

We're allocating out for central services, which is our emergency shelters, $376,225.

Stabilization services 48,539 for administrative operations $47,028.

And then for the HMIS system, um $155,251, which totals our ESG funding of $627043 for the 2627 program year.

We do have what's called a neighborhood NERSA, which is the neighborhood revitalization strategy area, and this is a tool that um HUD allows us to use where we can target investments in our distressed neighborhoods, and it allows us to provide a lot of greater uh greater flexibility in the use of our CDBG funding, and we can do that over a five-year period.

We just recertified our three uh nurses, which I'll tell you later on in the presentations, which which which ones those are, but we just recertified them for another five years with our new five-year plan.

So some of the key benefits of a NERSA designation is that it allows you to leverage uh private and public funding so you don't have to use any new CDB jump CDBG funds.

You can reallocate existing resources.

It also allows you to expand your um household um assistance up to 120% area median income.

It supports job creation and retention, and then um depending on the activity that the agency is doing, it allows you to exceed your public services cap by allowing a greater investment in in services like workforce development, financial literacy, and health care.

Um, so there's an exemption on the public services cap for certain uh agencies to do in the NERSA areas.

The key advantages of nurses is um again strategic investment and resource leveraging in our targeted communities.

Again, you can exceed your public services cap, allowing for more funding for critical programs.

You are have more flexibility in your reporting, it streamlines your compliance, and then it also expands the income eligibility up to 120 percent AMI.

So our first NERSA area is the old South End Nurser, Old South End Nurse, which as you can see on the map is bounded by the Anthony Wayne Trail.

It goes around that whole area.

I can't this is that whole area here.

The next NERSA is the Inglewood area, Inglewood Nurse boundary area, um, Albion Smead uh comes around 475, and then junction is our um third NURSA, which is kind of overlaps a little bit with um the Inglewood area a little bit, um Doris to 75, and then it comes around um Brown and around that area there.

We are working on a um Vestula looking at the Vestula neighborhood as possibly if we receive this choice planning grant to have that as a fourth NERSA.

We are waiting to see if there's gonna be a planning grant that's gonna come out to apply, and if it does, then if we are um are able to, we can designate the Vestullah neighborhood as our fourth NERSA.

So if you have any public comments that you want to submit on the action plan, you can submit them in writing.

Um, you have until Thursday, April 24th.

You want to send it to the City of Toledo Department of Housing and Community Development, 2627 one year action plan, one government center, suite 1800, and that's Toledo Ohio 43604.

The uh action plan draft is available on the city's website for you to view it.

You can also pick up a hard copy from the library and read it that way.

It's available on the websites of LMH, also Fair Housing, the Homelessness Board, as well as the Lucas County Board of DD.

Um, so you can always uh download it and look at it, read it, and then send any comments that you have on that.

Um that's all I have at this time.

I will turn it over to the homelessness board to do their presentation on homelessness, followed by I don't know which one is okay.

Okay, fair housing, and then we'll round it up with um uh Lucas Metropolitan Housing to end it off for the night.

We will hold all questions to the end.

Make sure that you have signed in over at the sign-in desk for us, but then we'll have questions at the end of the presentations.

Thank you.

Good evening, everyone.

Thank you for the opportunity to be here today.

My name is Lisa Pangove, and I am here representing the Toledo Lucas County Homelessness Board and our home for everyone continuum of care.

Tonight I want to share with you our one-year action plan, what we're doing to help better uh excuse me, what we're doing to better help people in our community who are experiencing homelessness.

First, let's talk about the problem.

In the past, our system had a lot of barriers.

People had to tell their story over and over again to different agencies.

Programs didn't always share information, and sometimes people didn't get the help they needed fast enough.

That made it harder for people to move out of homelessness and into stable housing.

Now we're making important changes.

We're moving to an open HMIS system.

This means that with permission, service providers can share information and see a person's history instead of starting over each time.

We can understand someone's needs faster, avoid repeating the same questions, reduce stress and trauma, and get people connected to housing more quickly.

We are also introducing a new assessment process.

This will help us to better understand who needs help the most, what kind of help they need, and how we can match them to the right services.

In simple terms, we will finally be able to see the full picture and respond in a smarter way.

This year we are focusing on three main priorities: coordinated entry, key performance indicators, and data quality.

First, we'll talk about enhancing coordinated entry.

Coordinated entry is the front door to our system.

It's when people call 211.

That's how that happens.

That's the first step in our coordinated entry system.

We're improving how people enter and move through the services so it's easier, fairer, and more coordinated across all partners.

And uh, like I said, we're working closely with United Way 211 and some outreach teams and looking to build some outreach teams to make sure no one falls through the cracks.

Next, we'll talk about the key performance indicators.

Key performance indicators are what we use to measure what works.

We track things like how quickly people are housed, how long they stay housed, and how well programs are performing.

This helps us make better decisions and use funding wisely.

And finally, data quality.

When we have better data, that means that we can have better results.

With improved data, we can identify real needs in our community, see trends in homelessness, and plan smarter solutions.

We're also expanding some important programs.

Right now we're working on expanding the Hive program.

Hive stands for housing integration, visibility, and engagement.

It's a connection platform to streamline housing options for the unhoused community.

Case managers can match their clients' needs with landlords that are willing to rent to our population.

There are currently 113 properties with 987 units listed across the properties.

We know that right now there are 148 units available for people to rent.

We have a growing youth advisory board who participates in system planning at both the local and the state level.

We're very proud of that.

This year we're going to begin fundraising efforts to support our critical community work, including projects such as the point in time counts, which help us understand how many people are experiencing homelessness.

This is one night a year when groups of individuals go into the community in the middle of the night and count how many people are living on the streets or in abandoned buildings.

We also want to fundraise for Code Blue events.

These are warming stations or cooling stations that provide safety during extreme cold or hot weather.

And then finally, we want to have some targeted outreach events to reach people that are living outside.

And by expanding our outreach programs, we'll be able to have tables at events and different things like that where we can help people by being visible to them.

Overall, our goal is simple.

We want to reduce barriers, use better data, and help people move into safe, stable housing faster.

This plan allows us to better understand our homeless community, not just guesses, but real data and create real results.

There you go.

Thank you for your time today and your continued support and making Toledo a place where everyone has a place to call home.

Here's my contact information.

If you have any questions, please email or call us, and we'd be happy to answer those questions.

Thank you.

Thank you, Lisa.

We now will have George Thomas to come up and present about fair housing.

All right.

My name is George Thomas.

I'm the CEO and general counsel for the Fair Housing Center.

And we'll talk about fair housing issues in the city of Toledo.

Just real quick, just to explain that who we are, the Fair Housing Center.

We're a nonprofit.

We're not we're not part of the City of Toledo.

We're a separate 501c3 nonprofit, civil rights agency that promotes housing choice, the creation of inclusive communities of opportunity, and the protection and expansion of fair housing rights to support strong communities free from housing discrimination.

Though, so that was our mission statement.

It's kind of a mouthful, but what that really means is your home where you live powerfully affects every aspect of your life, your job opportunities, education, transportation, health and safety.

Fair housing then ensures that every person can find the home regardless of their protected class.

What I mean by that is it stops discrimination based on one of those classes listed on the screen, like race, color, national origin, sex, religion, familial status, disability, et cetera.

And uh for us, so just for everyone's information, uh, the Fair Housing Center provides free services for victims of housing discrimination.

Uh anyone seeking information about fair housing laws, such as how housing professionals.

And we also help tenants in Lucas County experiencing housing conditions issues.

On the screen is our website and address and contact information in case anyone needs to reach us.

But the primary reason I'm here to speak today is about a report that we do for the city of Toledo.

It's one of our many functions in the community, is we uh complete what's called the analysis of impediments to fair housing choice or AI for short.

Um that's kind of a um a big using some big words there, but what really what that means is we study housing issues in the Toledo community and we identify barriers, barriers to fair housing choice that might be prevalent in our community that prevent people from getting access to the housing that they need.

Um, but that process of identifying those barriers it being as of the community outreach, including a survey of focus groups, where we review the local history, demographics, and draw on census data and other studies.

On the screen now is a long list of the many of the barriers that we identified that we want to try to remove in our community.

I'm not gonna go through all of those, um, but just to give you a sense of this process and what we identify.

I'll just give you a few examples.

So one of the things we identified is access to home ownership is a critical need in our area, and not everyone can get uh equitable access to home ownership that we will really want to see in our community.

Um fact Toledo is slowly becoming potentially a majority tenant uh community, which for some people that may be great.

The maybe that's what they prefer is to be a tenant.

But for many people, um, access to home ownership means access to the American dream and the ability to pass on generational wealth to their children.

So there's many things we can do to address that barrier.

We can one simple thing is just education and outreach about homeownership as a potential for people.

So the city is actually planning a home ownership fair coming up relatively soon.

I think it's in June.

And also the city and other community partners, including the Fair Housing Center, could approach banks and encourage them to not only have better products that make homeownership better available for them, but also to market those products, make sure the community is aware of those kinds of things.

And there's some other suggestions that we have in that plan, but to save time, I won't go through all of those.

Another barrier that we identified was discrimination based on source of income.

So what I mean by that is federal law may protect against discrimination based on race and disability, like I was listing on that prior slide.

But currently, fair housing laws don't discriminate or don't prevent discrimination based on your source of income.

So if let's say you pay rent with a housing choice voucher, or perhaps military benefits, so that should be able to carry you wherever you'd like to go or wherever that voucher could afford or your military benefits can afford.

But what if a landlord or other housing provider says, well, I won't accept your housing choice voucher.

I just don't want like that source of income.

What that means then is folks with that source of income are then concentrated only in certain neighborhood areas where people may be willing to accept that type of payment.

And we have indeed send seen that as prevalent in this area.

And so we've made some suggestions to the city to help eliminate source of income discrimination.

We actually have passed a local law.

So the next step now is to work with the city to make sure that local law is actually being enforced.

And there has been some progress in that regard more recently with training some of the staff internally at the city about enforcement.

The really important issue is land uh land use and zoning.

So that's where housing really starts, right?

Is making sure that like zoning can be approved, land use plans can be approved for to allow for the construction of buildings or allow for a use of uh housing in particular area.

Just as one example here, this is a a dense issue, but one example is we do need to make it easier for um housing for people with disabilities to be allowed to exist in in Toledo.

One example is like group homes for folks with disabilities.

There's some things we can do in our local zoning code to improve access to them.

I uh it's really really important to note substandard housing conditions as a barrier to fair housing choice in our area.

Uh Toledo has a very much an aging housing stock in many neighborhood areas, especially historically red line or disinvested neighborhoods.

The housing stock is particularly subject to decline because of a lack of investment over decades.

Uh so it's one thing to be able to access a home, but what if that home makes you sick or is has deteriorating conditions?

And there's certainly a number of things that the city and partners can do to improve on that.

The Fair Housing Center, for example, has a program that helps tenants experiencing substandard housing conditions.

One of the last barriers is just people being aware of their rights, people being aware of who to call or how to recognize housing discrimination when they see those kinds of issues.

Um the city should continue to uh support efforts of that we we conduct, for example, education outreach efforts.

Um but part of the reason why we're here today too is to make sure the public is educated on access to fair housing.

That's part of the reason why I gave our contact information, our hours of operation and website earlier, is we definitely want people to contact us if they're experiencing housing discrimination.

So that's actually it for me.

And I we I know that we'll take questions at the end.

I covered a lot of different topics, um, policy initiatives that the city can and should undertake, and we're happy to partner with the city on uh so happy to receive questions at the end of the presentation too.

Thank you, George.

Next, we will have um Lucas Metropolitan Housing, um single or man's to present.

Single single perfect.

Good evening.

Uh my name is Single Romans, I'm the chief executive officer and president for Lucas Metropolitan Housing.

It's a pleasure to be here this evening.

I will be brief here.

I don't think that I need this.

So this is going to primarily focus on public housing uh as that is as a part of the city's action plan.

Uh the primary focus is on public housing.

So there might be a little bit of public housing adjacent comments, but uh for the most part focusing on public housing.

So a little bit about the housing authority, uh, what's our purpose?

Our vision is to be the lead partner in creating communities of choice where everyone has a place to call home.

Um our mission that was established in 2024 is to be the is to be leading in the development and sustainability of housing accessible to all and providing pathways to an enhanced quality of life to empower vibrant communities.

For our public housing program in particular, uh at least for 2025, um the total number of units that we have under management is roughly 2400.

Uh total number of families on our wait list are approximately 14 or 4,000.

We opened our wait list uh for a three-day, well, almost a week, uh little under a week uh last year, late last year, and we had roughly 3,500 applications in that period of time.

And so then we subsequently closed that application.

Um we averaged last year about 300 um 300 families leaving our leaving our units, our apartments.

So as you can tell, uh, with the wait list of 4,000 and a turnover of only 300, there's a greatly disproportionate number of people leaving our housing versus the demand that we have.

And so clearly there's a great need for additional supply in this uh this region or in this city.

So as I said, in 2024, we uh developed a new mission plan and vision or mission and vision, and uh our strategic plan was a part of that creation of that mission statement that you saw.

And so I've provided here what the uh primary goals that were set out as a part of that strategic plan that was developed, that five-year strategic plan that was developed.

And the goals I'll read real quickly are and are to invest in our employees' growth and enhance uh workplace satisfaction.

It's important to us that we uh start to uh not only be able to effectively recruit our staff, quality staff, but also to retain our our staff.

And so um pouring into our uh workforce is uh is certainly a priority of ours now.

Uh we want to increase our revenue and pursue diverse uh income streams.

I don't have to tell anybody, um, at least in this room, that to primarily depend on HUD resources, is to uh live very precariously on the edge of potentially um funding cuts and other uh funding challenges that HUD brings with um with their programs.

And so we're trying to diverse our income streams by not being so wholly dependent on on HUD resources.

Uh we want to lead in the effort to create accessible housing opportunities in Toledo and the region.

We want to streamline our processes and elevate uh our user experience and satisfaction.

We've been updating a lot of our IT programs.

Want to launch an inclusive comp uh communication strategy to educate stakeholders and foster community awareness and building pathways to family income, wealth building and economic advancement.

Oops, what I hit here.

So for bullet points two and three, increase revenue and pursue diverse income streams and leading the effort to create accessible housing opportunities in Toledo and the region.

Uh our approach to housing in the region primarily hits those two bullet points.

And so what our what we intend to do over the next year and a half, over 2026, 2027, um, is to continue to pursue our opportunities to improve and reposition our our portfolio to create improved living conditions and our quality of housing opportunities, and I'll go over a little bit of that uh a little bit later here.

Uh improved neighborhood conditions to create mixed income communities of choice and transition to a more sustainable diverse funding model to support ongoing capital and operational needs, going back to what I was talking about earlier.

Um so some of the projects, and this is not uh an exhaustive list.

There are uh other projects, and these are not all public housing, quite frankly, like I said, kind of public housing adjacent.

Um I won't read through all of them, but some of the projects that are noteworthy.

Um Clinton Nunn uh is a uh public housing community uh next to our Collingwood Green uh properties over off of Nebraska and Collingwood.

Um Clinton Nunn will be uh receiving about a 10 million dollar um facelift, if you will, uh not just a facelift act, actually, there are gonna be some internal, there's gonna be a lot of internal work done to the uh to the furnaces and boiler systems as well.

So there'll be some HVAC and boiler system improvements, uh lighting roofs and facade improvements, but the point of it is you know for us to increase uh the quality of life, the standard of living over in that area, and so we're uh we're gonna be pouring in significant uh uh resources into that community.

And so we're uh we're gonna be pouring in significant uh resources into that community.

Uh Vestula Manor, which is a senior building, is gonna have uh a facelift as well, along with some first floor and turn interior improvements that'll actually uh be a lot more comfortable um uh lounging space for our residents.

And so um we're also gonna be doing some exterior work, and you'll be seeing it over the next over the next six months.

There's gonna be a lot of work that'll be done on the back side of the building where um I don't have it on here, but we have um plans to put up new new sidewalks or put put down new sidewalks along with uh our partnership with the city, along with also some fencing around the parking area, so there'll be a nice uh nice black wrought iron fencing for security purposes, and then we're actually gonna be um uh doing uh new decking on the patio so that we actually have a nice seating area in the back for our our residents.

Uh Port Lawrence will receive some some lighting upgrades and some um some Peter Valve replacements.

We're homes and speaker terrace.

I forgot to change the speaker terror spelling.

Um is um a one of our older communities uh that has been waiting, I think for a very long time to be if not demolished, renovated.

Um and our goal is to look at both options this year and really start to come up with a full-scale master development agreement or master development plan through an agreement to develop that whole that whole area on the east side.

It'll probably start with speaker terrace, uh, then we'll end up uh moving folks to hopefully some newer units, which will allow us then to free up space at Speaker Terrace and then ultimately uh do the renovations and or some demolition of wheeler home weiler homes.

So that that's soon to come.

It's gonna be a huge project for us.

Collingwood Green Living is a senior community at a 202 that uh should be opening hopefully in the next two months.

It's uh 75 affordable housing units uh that uh serve seniors.

And then Tonike, our our goal is to uh make some HVAC improvements and do some exterior work uh for that tower.

And then I have some others that are uh that are in the table here.

But the um the point of it is is that we're gonna be doing a lot of work for um not just trying to expand housing, but we also have, and I think George pointed out that we have an aging infrastructure and aging portfolio just around the city generally, and we have to start um various institutions and partners have to start pouring um money into resources into improving the uh the quality of our current portfolio in the city, and so that's uh gonna be the the housing authorities, one of the housing authorities' main uh objectives.

And then finally, I think there was some reference to home ownership.

Um LMH has one of the only, if not the only financial opportunity center run by a housing authority in the state of Ohio.

Um we have one.

I'm not gonna read that whole uh paragraph, but we have a financial opportunity center, and and uh it's fair to say that for us, um our goal, especially when you have 4,000 uh 4,000 person waiting list.

Our goal really is to not have folks need our services.

Our goal really is to have folks use our services for families to use our services for a period of time, get themselves in a condition or a position where they can actually become self-sufficient and independent and then hopefully be able to attain that American dream like uh George had alluded to earlier.

And so our family, our financial opportunity center and our family self-sufficiency program actually helps our residents and others.

It doesn't just have to be a resident, um, work on plans and work on a process to actually make themselves self-sufficient.

And so we're actually gonna be expanding that center over the next couple of years through uh certain funding sources that we'll be dedicating to that effort.

So um happy to take any questions afterwards.

Thank you.

Thank you.

At this time, we will open it up for any questions that we will have from the audience.

No questions.

Okay, if there are no questions, I'll just remind you that the uh public comment period runs through Thursday, April 24th.

Any comments can be submitted in writing to the City of Toledo Department of Hu Housing and Community Development.

One government center suite eighteen hundred, Toledo Ohio four three six zero four.

And that concludes our second public hearing.

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