They're gonna get into depth of what's going on with that individual.

You know, that call came in as a chest pain, but what was it really?

I do talk to a lot of different departments across the U.S.

And so we're seeing cities want to adopt this.

There is models that are similar, but they've not had the impact.

I think that the difference you see is R2 is able to respond to real-time 911 calls in place of other apparatus, but they also provide those other social services that are not.

Attended the majority of the meetings for council district eight.

Um, if you want to join us at the table, thanks so much for being here.

Um would you mind sharing um a bit about yourself and why you'd like to continue serving?

Well, I'm Rick Hudson, I moved here in 69.

Red Way, Georgia Tech in Engineering.

I have a company in Tulsa and a company in uh Burton, Colorado.

We're an engineering-oriented company.

I was appointed in two thousand six by Mayor Kathy Taylor.

I've been on the board ever since then.

I've enjoyed it.

It's been a real pleasure to work with the TMUA and the RMUA.

I'm incoming chairman of this coming year.

Wonderful.

Does anyone have any follow-up questions?

Twenty years of service.

Yeah.

Wow.

Tremendous.

My wife asked me why am I doing this?

Because it does take it's a lot of work.

Yes, thirty-three meetings a year.

I have to tell you, it's been a real honor for me to work with the city employees.

I had a different idea of what city employees were like before I came down and began to work with this staff that we have.

And we've had a very good relationship over the years.

And uh so it's been a real honor for me.

If you know what I'm eighty-two years old, still play good bridge and still play good blackjack.

So I hope I'm not diminished.

No, but uh, I would uh I'm happy to serve another four, got another four years of VLI for your service.

Thank you.

Are you part of the National Bridge League?

This is relevant, I swear it's not, but are you part of do you do like the National Bridge League stuff?

I just play online.

Oh, that's good.

My grandma was banned from it, just a fun fact.

Um, look for cheating.

Um just a quick fun family talk.

Is there anything out of curiosity given your longitudinal service?

Is there anything you think we should know or be focused on when it comes to just you city utilities that the council that you think we should be aware of?

You've obviously really don't want to.

It's always we consider rates and debt.

And in fact, we were just in a meeting upstairs talking about bond issues and the fact that we weren't able to uh have bonds because we didn't properly fund our uh wastewater treatment uh due to a consent order and it affected our ability to uh uh to raise bonds and so we had to borrow money at a higher rate from the OWRB.

So we we're facing an aging decaying uh water system and sewer system, and so we need to uh do everything we can to keep ourselves financially viable.

And fortunately we've been over 20 years, we've had a good relationship with the city council.

You understand our issues, and we worked well together.

We want to keep our rates as low as possible, but we must remain we must have provide safe clean water and dispose of our wastewater correctly.

So those are our main issues.

Yeah, and also we're looking at expansion of Tulsa growing to the east.

Yeah, no, thanks.

That's helpful context.

Or I didn't I need to learn more about the um consent and the wastewater cost.

Um, well, thank you so much.

Does anyone have any other questions?

Yeah, that's a long time to serve.

Yes, very long.

Thank you for being willing to continue serving and attending so many meetings.

Um, looks like it's almost three a month.

Um, so we will be voting on this at the June 17th meeting at five o'clock.

You are welcome to attend, but don't have to.

Thank you for being willing to continue serving.

Thank you.

Thank you.

Right, we are on agenda item three, rezoning application Z 7852 from RS1 to oh RS1 with an optional development plan.

For a second, I just saw the two RS ones.

Um, for property located west of the northwest corner of East 119th Street South and South Yale Avenue, requested by Nathan Cross, Council District 8, TMAPC voted unanimously to approve the rezoning with the development plan.

Okay.

Um this is a different um type of application.

So the really the story behind why they would go to RS1 to RS1 with an optional development plan is um you have to get an you have to have uh private streets are at least initially designated in a development plan, so that's what they needed to do.

Um you have uh wind rivers, if I get this right, Wind River Plaza, I think, or no, this is Wind River Plaza to the south and wind river crossing to the to the west.

Um, and it got a little complicated, they worked it out with the neighborhood.

This shows it a little.

So you have a separate subdivision to the um to the west that had just an emergency gate at the edge where that really the edge of this property is.

Um so you know, neighborhood can go in and out of it, but and this developer wanted to add these two lots which he didn't own at the time of the original subdivision, and then have another gate on the far east end of that boundary.

So this shows it much better, maybe.

Um so there was going to be the emergency gate, which the neighborhood was considering putting in an uh actual gate that people could enter and exit from.

Um, and so there would be a gate and a gate.

So they wanted to work through that.

They didn't want to have to go through double gates and both neighborhoods could utilize it.

So after meeting further, um, they decided um to eliminate the gate from when river.

From the west one.

From the west one.

I can't even remember the next.

But anyway, from the west one, which really, you know, for one, it saves the neighborhood money because they don't know.

They all don't have to pay to install a gate there.

And they're all going to utilize the gate further east there on that east line.

So that's we had it continued, and that was really the sticking point.

So there were a lot of discussions, and they both agreed on that.

And so when you look at a bigger, you can tell, let's do that one.

And you can tell this really offers the opportunity for the neighborhood to the west to you know exit out to the east, and then in even the neighborhood to the south to go through that neighborhood to get out on 121st Street.

So it offers a lot of extra options that weren't there before.

It still has further process in public works to go through to for the private street, but this is really the initial part of it.

All right, sorry, Councillor Lincoln.

And what do we so is it RS4 to the south?

So what do we end up with in that Fox from a residential standpoint?

So you have two homes that already exist.

Those go away or do they stay there?

This is just really looking at a private street.

This all has to do with streets and gates.

That's right.

Okay, fine.

I didn't know if the houses were gonna come down and be re-produced.

They're just included now in the private street.

And if anything were to change if those houses were to go away, then they would still have to be built to RS1 standards unless it was reasonable.

Yep.

Okay.

Any other questions?

Okay, we are on agenda item for rezoning application Z7861 from RS3 to MX1F 35 for property located south of the southeast corner of East Newton Street and North Aswego Avenue, requested by lease, Simon Design, Council District 3, TMAPC voted unanimously to recommend approval.

So this is Sequoia neighborhood, and um it's a property a little less than an acre that is uh really bordered on two sides by streets to the to the east and the west.

The request is to go from RS3, which the you know is predominantly the neighborhood zoning district, to a mixed-use district uh for I think she's proposing four town homes and really some commercial on the bottom.

She's talking about maybe a coffee shop for the neighborhood or something.

So it's pretty close to Squay Park, a little bit on the edge of the neighborhood to the north.

Um, you know, we had I guess we did have one person from the neighborhood.

Um, not sure it was a uh pure on objection, really just kind of concerns about what this might do from a traffic perspective, but otherwise, it was um really didn't have much comment about it.

Yeah, I haven't heard anything about it.

Um I mean opposition.

Right, I've heard about it, but not opposition.

So I think that's a good use of the land itself.

Okay, and this is you know, when we get to that point, this is in the proposed neighborhood info overlay.

So that would line up with what could be happened there in the future.

Well they really need that there.

Uh a coffee shop would be fantastic.

Manifesting.

Thank you.

All right, any other questions?

Okay, thank you so much.

We are on agenda item five ordinance amending the fiscal year 2526 budget to make supplemental appropriations of 106,500 from unappropriated fund balance within the PD Equitable Sharing Justice Subfund, frontline leadership training academy, and annual facilitation of the mayor's police and community coalition.

Chris Williams, France, um, it's out today.

Um, so I'm holding you stuff with me.

So hopefully I can answer any questions you have.

We're trying to kidding.

These uh these are funds that come from uh CES, the DOJ has been unfortunately coming back to the city.

So 75,000 is gonna be used for uh frontline leadership, uh trade and economy, which is a coalition between Tulsa, Wichita, Kansas, Missouri, Oklahoma, police departments.

Uh it's gonna take place over three weeks, and there's gonna be 10 people from each police force.

Um, not leadership program, and then the other one is the mayor's police and community coalition advisory committee.

So that's 31,500.

Okay, Councilor Director, right?

And I don't have the same question.

Is the MPCC?

What, Hannibal Johnson?

That's what I wasn't sure.

Is that the or if this is the community advisory boards or a separate or yeah, if that's what is the mayor's police and community coalition?

Does anyone know?

Is that what Hannibal John is?

Hannibal's okay.

Because the other coalition was disbanded.

The cabs were disbanded.

Yeah, yeah.

The citizen advisory boards would disband it.

This is the this is handled.

This I think was instituted maybe under Mayor Taylor or Mayor.

Yeah, it's been a long time.

Yeah, are they still doing the programming?

I thought they had like a three-day thing every year with um youth, like a three-day room.

Or we should probably find out more.

Do they still do that though?

Yeah, I don't know.

I've never seen I don't know what the outcomes the youth form still happens.

I think a lot of this funding goes towards that and the engagement.

Facilitation of the monthly meetings.

Um, I did, and this is probably not for you, Reese, but maybe for our staff and/or um treasury or finance.

I would love for us as a council to get a report of the asset forfeiture seizure funds as a total annual because I think we get these little drips and drabs, but I don't remember ever seeing like a full annual or even five-year accounting for those dollars.

So I just think for full transparency, if we could at least on an annual basis get a like sort of civil asset forfeiture breakdown.

Yeah, like a total right of the ins and outs and what is carry forward and how it stacks over the years.

I think that would be very helpful for all of us.

I don't know.

Are you taking a note?

I was like, I don't see Sarah, so Lori's on it.

I just announce out loud my wish, and then hopefully it'll be now.

Between that and a coffee shop, we're just manifesting.

Okay, um other questions on this item.

Okay, we're on item six.

Ordinance amending the fiscal year 2526 budget to make supplemental appropriations of 575,000 dollars recognized from the unappropriated fund balance within the 2020 sales tax fund, East 36th place sidewalk improvements.

Hi, my name's Jake.

I'm filling in for Jared Also.

I'm capital budget manager.

This has I believe y'all are probably already aware of this had been approvements previously.

And if you all have any further questions, this is just appropriating the budget for us.

Any other I guess that's that we can yeah, we're we're moving fast.

That was you're like, good, can I be done?

Okay, we're on agenda item seven.

Ordinance amending the fiscal year 2526 budget to reduce appropriations of 280,201.95 cents within the 2008 GO bond issue five subfund to reduce appropriations of 234,891 dollars within the 2008 Go Bond sub issue six subfund and to reduce appropriations of 19,236 dollars within the 2008 Go Bond Issue 7 subfund, reduction of appropriations for the Boston Avenue Bridge.

So this is basically just riding us to what's the cash that's available.

These are were retainages that were held back from the old system here and forward, so it was an actual cash backings appropriations.

Spectifying system.

Okay, makes sense.

Any questions?

All right.

Agenda item eight.

Oh, wait, sorry, I want to go back to the previous one.

Oh, is that connected to a specific capital improvement project?

The 36th.

Well, I mean, what is the project?

Well, yeah, it's it's uh, well, the overall funding comes from the one million that each district gets.

Okay, that's the project.

So this is the project.

So it'll come from the one we needed that, yeah.

I thought there was a city project to go on that connection.

So wait, I'm done now.

Thank you.

Okay, thank you.

We are on agenda item eight.

Resolution approving an economic development incentive not to exceed five million dollars for a portion of the cost eligible for reimbursement related to the acquisition alteration, remodeling, and improvement of an existing retail shopping facility pursuant to the terms of an economic development agreement to be negotiated between the city and DRP Tulsa Hills property owner.

This has the emergency clause on it.

And we lost Erin.

I'm sorry, should we have played walk on this?

I was called out quickly.

Sorry, I felt like we should have actually just played theme music for the entrance.

All right, tell us more.

So once again, my apologies.

Oh, it's okay.

So this is the second part of the direct retail partners agreement that we have for the attraction of IKEA to the Tulsa Hills Mall.

You cleared off on the two point five million portion of this.

This is the retail incentive that goes along with it.

So the tax incentive that goes along with that program.

So as you know, I may remember the company originally asked for around 10 million dollars.

We couldn't reach that number.

We use a retail incentive to get to a portion of that.

The 2.5 million gave us the rest, so it gave 7.5 million instead of 14 million to the developer.

So that's what this item is.

This is to approve that retail incentive for IKEA.

And after this resolution, if you approve it, then we'll do any capital development agreement that will go behind this for your approval.

I thought the 2.5 was retail incentive.

No, ma'am.

What is it?

The 2.5 is what we got from the revolving loan fund.

Remember?

Those funds from that were came back to the city for months that have been paid off.

Okay, so the total city incentive is 7.5.

Yes, ma'am.

In their request was 10 million.

Yes, ma'am, a little over 10 million.

Consider that goal yeah, just reeducate me here because we remember these numbers.

The two and a half million from my understanding was to build out the space.

But in the language here, it kind of implies we're reusing that.

We're reallocating another five million dollars for this same thing.

What do you mean?

What incentive are we actually?

So the total cost of the incentive was around 10 million plus dollars.

Okay.

So to do the build up that you see described in your item.

So the 2.5 added with the five is to do that whole build out.

That's where they both have the same language.

So the 2.5 doesn't cover all the infrastructure work needs to be done.

That's fine.

Why we didn't just do this as one hour.

It's coming out of two.

That's why we just added that.

So we're not a retail incentive program.

One program is the actual loan fund that we use to use the sideway.

Obviously.

Okay.

Apologies.

Some of us might have amnesia about the totals.

Um Counselor Lakin.

Did you oh sorry?

I thought I saw your hand.

Okay.

Any other IKEA impending.

You didn't bring Swedish fish this time, so you know what?

I apologize.

I should have thought of that this time.

Yeah, that just, you know, you said it said an expectation.

Yeah, expectation.

Okay, me too.

I bet they're nice and crunchy right now.

I hold my daughter.

Um, okay.

Anything else on this item?

All right.

Thank you.

Thank you so much.

We are on agenda item nine presentation by and discussion with the mayor's senior advisor on homelessness or her designee regarding an update on homelessness programs, including a focus on outcomes and final budget for this year's winter shelter, plans for future winter shelter capacity, and an update on safe move Tulsa, including details of expenses to date and an overview of participating partners brought to us by counselors Dudden and Gilbert.

And we have Emily Hall here with us from the mayor's office.

I wasn't sure if Councillor Dudden or Gilbert wanted to do any type of intro, if you just want to dive right in.

Oh no, let's just do it was just a good idea.

Um thank you all for having me inviting me to come down.

Um this is gonna be a two-part conversation.

The request was to discuss winter shelter and then and expenses and then to look at phase one safe food this spin down budget.

So we'll start with winter shelter, and as we typically do, just review of some of the terminology that this is should be pretty familiar to everyone.

So our winter weather shelter update.

Um last year in 2025 at the mayor council retreat.

Uh a priority out of the retreat was to lift up and open a winter shelter for an extended period of time, and that was out the mayor issued an executive order on a winter weather shelter as well.

So we were able to do that in partnership with Cree Oaks at their facility on Admiral.

Um what you see here is a breakdown of several different winter shelters.

So the Cree Oaks Winter Shelter served adults only.

It was open November 17th through March 6th of 2026.

The average length of stay was 29 days with 632 individuals served.

Um, then during the January period of the 23rd through the 29th, we had that severe weather, cold temperatures, and snow where we needed to ensure that everyone was off of the street, and we were able to open Dream Center West in partnership, along with our other partners were able to expand just their general capacity.

So Day Center opened up more spaces, Salvation Army opened up more spaces, John 316 opened up more spaces, and um during that time period at so I'm first gonna break down Dream Center West and then do all the shelters together.

So Dream Center West was open from the 23rd through the 28th, and pretty much everyone that entered that shelter stayed there the entire time period of five nights, and 224 individuals were served there.

Then all encompassing all of the emergency shelters for the time span of those six days in January, we were able to serve 1,343 people, and these are just some highlight uh groups of that number.

103 children made up that number, 109 were senior citizens, 52 veterans, and 60 pets.

So, um, really, this the continued investment in winter shelter really saved lives, and very thankful for our partners.

So, as we kind of look at what that winter shelter budget looks like, um in 2024, council approved 1.6 million dollars, allocated 1.6 million dollars of for uh for emergency shelter, and we were so I'm gonna break down three different categories the overall ARPA ARPA spending summary from 2024 to present um with that allocation.

We have paid out over 1,194.

There's 375,000, a little over 375,000 still pending, which means that grants is in the review process before it's paid out, and that leaves us with roughly about 20 a little over 29,000 pending the uh the pending 375.

Um, and what we plan to do is as the summer is heating up enhance and um be able to serve more people at the cooling stations over the summer as as temperatures rise with that remaining balance.

Um how this breaks down to winter shelter.

This is all encompassing of what occurred in in winter shelter throughout uh Dream Center West, uh Creoaks, and then housing Solutions work and some expanded capacity amongst our other shelters from November to March.

Um we have paid out 736,000 a little over.

We have again the a little over 375,000 pending in review, and that will be a total of a little over 1.1 million dollars that was spent on this winter, all of all encompassing winter shelter.

Now how it breaks down to creo specifically, Creole's winter shelter, these numbers are creoes expenses and be herds expenses at this location.

I will say that housing solutions, as our sole source contractor for the shelter work had expenses related to winter shelter at Creoaks, but that is wrapped up into the winter shelter bucket, not in Creole's.

So Creoaks is just Creoaks and B herd expenses that are reflected in these numbers.

So for a little over 434,000 has been paid out.

338 a little over is still pending in review, and um we will have spent a total of uh one million one hundred and twelve thousand forty dollars and sixty-six cents at that specific shelter.

Um the future of winter shelter.

So what we are looking at now is um creoes on any given night was able to serve roughly about a hundred and thirty-five to 150 people able to expand out significantly on during that week in January.

We have the harbor coming online, our new low barrier shelter at the end of the year that will add a significant number of beds that as of right now really does not necessitate needing to have a long-term winter shelter because of uh the space and the number of beds that the harbor will provide.

What we will be doing over the course of this summer is meeting with shelter providers, including the harbor, and understanding what their emergency capacity is in severe weather times, what their needs might be, and then making some decisions after that on what it would look like if we need to stand up some of these pop-up emergency shelters uh if needed, like at Dream Center West.

And with that, I'll take any questions.

Any follow-up questions?

Counselor Doctorate.

Thank you.

Thanks for um bringing this forward, Counselor Dutton, and I know Councillor Gilbert wanted to be here, but hopefully be here later.

Thanks for the presentation.

I appreciate having the backup documents too.

Um that is very helpful.

Um I wanted to ask about some of the, I don't I can't remember what slide it is, the um number served.

Are you guys tracking duplicated versus unduplicated when you're doing this?

Um, yeah.

Oh, here.

Yes.

So these are unduplicated individuals.

So we may have somebody come in for a few days, leave, and then maybe come back later.

Yes, and we don't double count them.

Um we have we can get that number.

Mark, do you mind coming?

Mark Smith, CEO of Housing Solutions Tulsa.

Okay.

Uh, but I'm happy to join the table.

Um so I can double check on our numbers.

I would think that uh at the Creo's winter shelter.

There may be some uh so the the total number 1343 that is unduplicated across all shelters, so that's the individuals.

There may be some.

I'll go back and confirm that the Creoaks winter shelter of an individual stayed there for a period and say then they later stayed at Dream Center that we didn't duplicate.

I think there might be some there could be that we were just looking at unique individuals who stayed at that shelter over the by location by location.

But not cross-referencing.

Correct.

Okay.

Yeah.

And there is some of that that occurs as these different facilities open and close.

Like when Dream Center West was closing because the weather was starting to get lighter.

And then of course they serve families and TPS was reopening.

We did have some individuals who are specially vulnerable who transferred to other shelter facilities.

Okay, I guess I just would want to know when we're doing our numbers to communicate how many people get bounced around or come back, and leave and come back and leave versus the one-time family or whatever.

I just think that's helpful for us when we talk about impact.

And I think both are appropriate.

You know, I was in food security for a long time, and sometimes funders would be like, You have too many duplicated, you know, clients.

And I was like, Well, they're still hungry, you know, they're still homeless.

So I'm not it's not a value judgment.

It's just to really understand who we're serving and how.

Um that was one question on that.

Um, I have a question, and this is you know, there was big announcements made about 31 point something percent reduction of uh visible or unsheltered homelessness.

Um, and then I see, you know, that we have this winter event, and the point in time count was conducted at the same week, and so can we talk a little bit about how extra capacity at Dream Center West may have caused more people to be indoors at a time that maybe they typically aren't.

Happy to.

So it is a unique experience where we have the point in time count happening the same day that we're gonna have really severe weather.

So Dream Center West was included in the point in time count results.

So the official date for the point in time count um is Thursday, January 22nd of 2026.

Um, the dream center facility opened that Friday evening, and so we count everybody who is in a shelter bed um Thursday night, and then Friday morning is when we do the canvassing street canvassing, and we ask where individuals were sleeping the previous year.

Okay, and we had um creoes open in that window.

Correct.

And how many beds are at that facility?

I believe the night of January 22nd, it was either 125 or 12.

And those folks were included in the count?

Correct.

So on March 1st, were they in housing at that point, or did some end up back out?

Some ended up back out, uh experiencing homelessness, unfortunately.

So we didn't know how many.

Um I can go back.

We saw as the weather was getting nicer and like it was getting colder, we had more natural folks who left.

I would have to go back and see how many of those folks.

I think it's really important to understand for some of you at the table who might not be as um have in-depth knowledge of what the pit count is, and certainly the public.

It's a snapshot in time, usually across the country in January, right?

So that you're you know, everyone's they're trying to measure across communities.

This is for HUD, it's a requirement.

Some of us at this table have participated in actually doing the count.

Um, I don't know why this year we didn't get invitations to do that.

Maybe an oversight, but um, that I take responsibility for that.

That's on me.

Yeah, so um, and I think they used to happen over two days.

I this year they were on one day.

So there's a lot of differences with how this year's was, and so I think it's really important when we're doing comparisons to take those factors into consideration when we're looking backward.

And I would just say that here.

Um, I think for a long time we've been advocating for a winter shelter for all the reasons we know we need one.

The final question I have about the winter shelter space, it's like a church that was converted in district three.

What happens to that space from March to November?

Is that a cooling station that you're talking about?

Or so I you can probably talk more about what CREOPS is doing.

Yeah, so Creo's is currently operating it as a community multi-service center.

Um, so they have ongoing Creo's behavioral health services.

B herd is still operating, and they're bringing in additional partners in that space.

And so they're still, as you know, they've moved from the winter shelter activity, which of course dominated so much of time and resource, and they're doing more long-term planning on the use of the space.

It's also still a church, so it has a congregation that uses a portion of the building as well.

Um so they're bringing in.

I know right now, in terms of the services, there's B herd services, career services, um, and then they also have other co-located services like the VA, they're working with tribal nations.

So it's kind of like a drop-in center.

Correct, and and a place for individuals who uh not just drop-ins, but to do appointments for some of these behavioral health or other clients.

The ongoing clients.

So, but there's no one staying the night there.

Will people be staying the night there again come November?

Is that the plan?

Right now, the plan is that we will have the harbor coming online, and so that is really so just space.

Um, it's not going to be a winter shelter, but the bed space capacity at the Harbor, which would be like 300 bed space than what we had at Creole's.

Right.

We'll have like 180.

Uh-huh.

Yes.

Right.

And we're going to do that.

So we'll pick up 30 more beds out west.

East and have.

And what we're doing this summer is working with all the shelter providers, including the harbor to understand what is capacity look like.

And then see whether where those temperatures drop, where maybe we're getting ice, snow.

How much space can they utilize?

Right.

What would that those numbers look like?

And then decide what might be needed at that time.

So how much of this spend that you had on here was fitting this charge that we used for six months, and we're not going to use them that way anymore.

Can we get that breakout?

Sure.

I'm guessing some of it was to like bring it up to overnight shelter standards.

Um a little bit, yeah.

And the we've purchased new cots, those are retained by the city, so we have those.

And are those going to the harbor or that goes to like the dream center pop-up?

That's going to any sort of emergency need, whether it is for um a pop-up shelter, maybe there's an apartment, you know, if there's a fire and and people are in need.

So the city has.

Yeah, the city has those conduct families for emergency purposes.

Okay.

Um I think that's my question's for now.

I'll let my colleagues go, but I'm sure I'll have more later.

Counselor.

Okay, so I'm I'm trying to reconcile the two documents that you sent to us in backup material.

So help help me out with that.

So I haven't gotten there yet.

Okay.

Um, Counselor Dutton, do you have follow-ups on this one?

And then we think yeah, so I wanted to ask, um, when you said significant number of deads, what does that look like?

Uh when did I say that?

You mean it's a future capacity?

At the harbor?

Mm-hmm.

Just in general.

They uh will have 180 beds, and then I know they've looked at, but it probably will be ready this year.

I'm looking at Jeff just to double check that there that physical building has further space that they can put build out into, probably not in the upcoming year, right, but in future years that could be good shelter space potentially.

Okay, I'm gonna give verification, but isn't in a cards for this year, but there is more physical build-out space for that is a potential use.

So we're going from 150 at Creokes to 180 as planned in November.

Right.

With a slightly different, like, but during a weather event, does it probably already have a lot of people?

So offset, yeah, about.

I mean, we're picking up 30 extract, yes, of course.

It'll be year-round, yeah, instead of six months.

Yeah, and then they don't have additional physical space that has potential for the future if needed, which is good.

Um did you have more?

Okay, so how many um decommissionings are duplicates?

Uh huh.

I'm sorry, do you think the commissioning?

What do you do?

I haven't gotten to that update.

Do you have more stuff on the winter shelter and then we can come back to that?

Yeah, I thought you were done.

I was like, okay.

Because we have two in backup, and we're doing it by section.

Okay.

Did you have more in the winter shelter?

Um, it's okay.

Okay.

All right.

So we can do the next part and then check back in.

Okay.

Um, I brought our copies of some of them.

Okay, thank you.

Okay, um, so next we're gonna go into safe move toll sec.

Um, this is the talk really about this spin down, and the small working group.

Um the homeless working group has been working, and so some of this, which some of you all are members of that working group and participating in that working group.

Um, so some of this is is what we've discussed, but wanted uh to this is different.

Yeah, there's two sheets sheets.

Oh, okay.

And there's a front and back.

So I'm starting with Safe Move Pulsa.

This page that talks about partners.

Okay.

Oh, I see.

Okay.

Does everybody have this one?

Safe move, which we'll say, and it lists partners.

Yes.

Okay.

So we're gonna start with that.

There's a partner's one and a financial one.

Okay.

Do you know that more good?

Okay.

Okay.

So Safe Move Tulsa started as a city initiative, looking at how we are closing encampments, getting folks housed, getting them the resources that they need with one-time dollars on a pathway to stability.

That quickly grew into a public-private partnership.

And our sole source contractor for this work is Housing Solutions Tulsa.

They are the project manager, they are overseeing the budget, the execution of the dollars, the reporting of the dollars, the contract, contracts with other entities, and the coordination across the system.

So they are a very key and integral piece of the success of Safe Move Tulsa.

So as we are growing, as Safe Move Tulsa is growing, we're closing more encampments across the city.

And so that work, that contract is being finalized now, and they will get started very quickly in this work.

And then our initiative partners, I know this is a little bit of a list, but several of you have asked for this list, so I'm just gonna walk through it really quickly.

I think it's important to for you to be able to see just how big this work is and how many people are part of the work across Tulsa.

So Housing Solutions Outreach, they lead the encampment closures.

YWCA, the stabilization case management, they are in the encampments, doing stabilization case management, and then after housing, they continue with case management.

Tulsa Day Center, besides the stabilization case management, they have opened up shelter beds for the downtown closure as well as participating in the shelter rapid exit, Mental Health Association of Oklahoma, they are uh leading the shelter rapid exit at Salvation Army, and Salvation Army participating alongside MHA with the shelter, the rapid shelter exit, John 316 is partnering with us in the shelter rapid exit, Grand Mental Health providing their services around mental health treatment, and they provide transport as part of the downtown work, closure work, um, family and children's services, yard stabilization, providing mental health and treatment, creoes providing mental health and substance abuse treatment, metro link Tulsa, transportation and bus passes, downtown Tulsa partnership, their uh key part of the downtown closure maintenance, and provide shelter transport, um, private security, we're partnering with several different private securities as part of the downtown closure maintenance, Tulsa Police Department with downtown and encampment closures, Tulsa Fire Department, downtown uh closure and encampment closures, and then many other away home for Tulsa partners as needed, and when we talked about that, uh this is really a needs-based approach where to meet the individual needs to resolve that individual's um uh barriers to stability, and so if someone is uh needing any sort of um maybe they're they're fleeing a domestic violence situation, we are through Safe Move Tulsa connecting them to those resources.

Um we have several people who have come out of encampments who have now been through because of Safe Move and their case managers, been connected to some educational training opportunities and so on.

So there's there is a much greater list beyond just this, but it's really based on what that individual is needing at that time.

Um if we want to, Mark, do you have anything to add to that?

No, I would just add so safe with Tulsa.

We wanted to list out all these partners.

There's some partners that are receiving support and resources through private dollars.

So we wanted to list the specific subcontractors within the city funding structure, but just adding on the safe move Tulsa is a part of the broader homeless response system.

So, you know, if an individual needs specialized services like you know, domestic violence veterans as well.

We work quite closely with the VA, tribal nations as well as if we uh work with anyone who's a tribal citizen.

So beyond that, this work is integrated with the uh other homeless services.

I would say some of the core ones that we've had is we have folks who have court records, criminal justice involvement, so we work really closely with the alternative courts, special services docket justice link to get that resolution, which is critical for housing and then especially employment moving forward, and then uh another big really big partner has been working with different forms of legal aid assistance.

So if someone has um, you know, an eviction or arrears or things like that that could prevent them from being housed or stable long term, we access different forms of legal aid services, so um uh and even employing um you know long-term financial planning and things like that, so people can improve credit, right?

So they can really rejoin uh the community and have better sustainability long term.

So now we're gonna look at this document where it says safe move Tulsa budget and start on that page.

Um, so as I mentioned earlier, the homeless working group is um meeting on a regular basis, and what want to make sure is that this information is easily accessible and easily digestible as the group continues to meet.

Um so want to start with city dollars, and the city dollars are primarily uh supporting wraparound services, rental subsidies associated with encampment resolutions, and these dollars are fully encumbered at the time of housing placement.

Um, I do I think it is important to note that we are um while housing solutions is responsible for the ongoing budgeting and monitoring, this is really a collaborative effort with the mayor's office and grants and housing solutions.

We're having regular meetings to really make sure that these dollars are being executed, spent uh somewhere on as we'll get into the ARPA dollars on a timeline, and so the the oversight is ongoing, then the private and philanthropic dollars supports rapid resolution activities, and these are and key components of the encampment response.

This is stabilization case management and flexible assistance.

Um many partners, as Mark just mentioned, are leveraging capacity or what we're seeing across the continuum of care.

Uh, many partners are redirecting their resources to align with this initiative, which is not captured in a budget.

So, key milestone, as face phase one funds are projected to be fully encumbered by September 2026, and then at that point, no additional unsheltered households needing deeper interventions can be newly placed using phase one dollars.

So we won't be able to have any new placements unless additional dollars uh are approved.

Um exiting households because those dollars they have their 12 months of supports, those dollars have been encumbered, they will continue to receive that through August of 2027.

And as we've been working through this, ARPA dollars have been the priority funding source for the initial expenditures, and then once those the we'll look at the spin down schedule, but once those RP dollars have been spent down, then the other funding sources will kick in and so that there's no gaps in what's been committed to phase one.

So want to look at the three funding sources from the city, and you can see again part of housing solutions important work is being able to show us on a regular basis like what has been budgeted, expended, encumbered, and then pending when we get into like newness, can't see what has been encumbered, and so this is really important to make sure that we understand where the dollars are going.

So this is just a breakdown.

Um I will say what and this is as of April 30th.

So for example, what is not captured in this is housing solutions is work is executing, finalizing the execution of a contract with day center family and children's utilizing the opioid dollars for stabilization.

So our next update that will be reflected in there.

Then looking at the ARPA spin down schedule, again, this is through up until September, and then after that, we will have to we will begin filling with other funding sources.

So I want to stop right there.

Well, actually, I'm gonna finish and do I'll finish and then um come back and make sure you and answer questions on that.

Um if you flip over the just a review of the private dollars, had four million dollars of of private dollars that have been provided directly to housing solutions Tulsa for phase one of Safe Move Tulsa work.

Um there's been an additional one million one time philanthropic investment to YWCA for case management.

That's a one-time contribution.

Safe Move Tulsa will absorb that expense moving forward so we can keep those case managers.

Um but after once we move into phase two work uh at quarter four of this year, we will absorb that cost.

Um housing solutions, additional staffing and capacity is covered by private dollars, shelter management and all the rapid resolution, the rapid exits that have just started and are underway at all of our shelters.

Private dollars are covering a lot of of those needs of individuals, and then they provide housing solutions with the flexibility to fill gaps where city dollars may not, and if dollars are needed quickly.

So some of the city uh Tulsa impacts that we've seen with this work.

Um and we'll be able to have more data the longer time span that that these locations have been closed.

But Eagle's Nest, because this was a daily uh visited site by our bike river patrol prior to closure, they were spending approximately about 12 hours per week at Eagles Nest.

Post closure, they're spending approximately around two hours per week.

Um code enforcement after we're closing public property, officers are now being able to be redeployed and utilized elsewhere instead of visiting these locations that have long-standing encampments.

Um Tulsa Animal Services, you know, all animals that are moved out of encampments, they're vaccinated, they some of them may get spayed neutered if needed, and we're reducing the spread of disease and animal control, and then to date the encampment cleanup costs to the city.

This does not include any rental equipment that might have been needed or personnel costs, but um sixteen thousand five hundred dollars.

Uh there's an extra zero there, 16,500, sixteen thousand five hundred dollars.

And um then just you know, as we're the as we are spending down the committed dollars for phase one, um, once September hits, we will have housed and and served um all the clients that we can until we have uh additional dollars committed for phase two.

So with that, um, I will take any questions.

Let's see, I have a little bit of a list going.

Um oh, okay.

I'll just everyone's on the list, okay.

Um let's see, I have Bangle and like okay, one, two, um, just taking chair village task line first.

Um, out of curiosity with the case managers from YWCA.

Has that always been like because I remember like kind of that you know private funding coming in when there were federal cuts to get those case managers there.

Was it always was this always a planned transition to our okay?

I think so.

We've always known that this million dollar case manager cost was c or uh or is that gonna be a going under housing solutions, or I'm just trying to understand like the contract or yeah, so talk about YWCA.

You know, safe move initially being a city funded project and then growing into a public-private partnership.

So YWCA had secured funding to set up a case management program to repain staff, um, and then with federal funds not becoming available and the disruption and and safe mode becoming public private that came on.

So uh, and and we started working with YWCA committing that staffing in October, which allowed us to um start working uh really concerted at that Eagle Preserve before the city contracts were actually signed uh in November.

So uh that is one-time funding um that the YWCA has received um that will end at uh you know, depending on spend down here uh in Q4 2026.

Um that also has impact, I'll just say this impacted our spending here, and that we had significant staffing costs to start the program that weren't built uh to city funding.

But in order to sustain those eight case managers that supervisory and to have them committed to safe move, it will have to be built into the budget.

Okay, and we've been we've been anticipated.

Yeah, we knew that that was coming.

Okay, okay, that's a okay.

I was just catching up on that amount of stopping, but just to double check, so it would be probably housing solutions managing resolutions would enter into a contract with YWCA for the case managers, just like with family and children's and day center, the contract that housing solutions enters into, and they handle all the budgeting and payment with that.

Okay, YWCA.

But the case managers themselves will still be a YWCA, correct?

Okay, yeah.

The subcontract relationship uh works really well in that sense because as caseloads become free, we can manage that so and the way that we've set up the system here that works the best in terms of being able to do this is because it's multiple different funding sources that are part of SafeMode, and so we try to make it a little easier on the case management organizations.

So we've used the opioid dollars for that staffing, and then housing solutions is directly making the rent payments and some the move-in and upfront costs, and so that allows us with ARPA dollars not being a full 12 months, it allows us to manage on the back end what those uh change of funding source would be for those expenses as we move forward.

So and then that million coming in in quarter four.

So we knew this was happening, and that's part of all the budget configurations.

Is that that the million sunsets during quarter four, or we need to start paying from the city end of it during quarter four?

It will likely be near the end of uh sorry, 26.

Sorry, my nonprofits on a calendar year, so I'm saying the wrong quarter, don't mind me.

Oh, I just realized the number I'm saying, it's because I'm used to doing a calendar instead of a fiscal.

Um, but okay, so sorry, so during the end of this calendar year, we'll start we will start paying, but we knew that this was coming from the beginning.

Yeah, and we're currently working with YWCA on their spend down of their private dollars and what the timing would be, and some of that will be dependent on the next phase of uh city funding, how we you know manage if we're gonna be refilling caseloads uh in the next year, what we would need to time out to make sure not only do we sustain staffing, but you know, we'll have people who will be exiting that one year of assistance um coming uh in the fall of this year, and so if we have continuing funding for the initiative, having the ability to refill those cases loads, how's the next group of clients be uh that's part of the balancing act?

Okay, thanks.

That's helpful.

All right, I have Archie, then Dudden lined up next in the queue.

Okay, and then along with it, hold on.

Oh, hold off.

Okay.

Cool.

Thank you for this uh presentation.

Thank you all for being here.

Um can you give me a just a 30-second on the shelter rapid exit programs?

Kind of give me a what that looks like.

Yeah, um, I'll let Mark go through that.

We were we are gonna have a uh larger announcement in a couple weeks, but Mark can go through that.

Yeah, so some of the sort of system analysis and modeling that was done was showing that individuals that are entering shelters on average were staying, especially you know, our um night overnight shelters like Tulsa Day Center, Salvation Army, John 316, and those are the primary front doors for someone who's recently experiencing homelessness.

Uh, we have other shelters that are kind of like population-specific or might be programming, but for those three shelters and our biggest folks were staying on average about 90 days, and we do have both a lot a significant number of individuals between 75 to 80 percent who are exiting homelessness without like formal ongoing rental assistance or case management.

Um, but if we could accelerate that, so if we can get those length of stays of people successfully leaving shelter down in half, we essentially doubled the numbers of beds that would be available over that uh 90-day period.

And so that's been the focus is how can we work with shelter partners to identify individuals who could leave quicker and do they need um problem-solving support from staff, do they need maybe one-time assistance?

And so that shelter uh rapid exit is really been working with those uh primary Salvation Army and Tulsa Day Center, John 316.

We're just starting to work together, and we've done some workshopping and planning uh just last week on creating a flexible assistance fund.

So whether that's transportation to reconnect with friends and family, whether it's paying a deposit, whether it's paying uh past due utility bill that would prevent utility connections, um, what is if there's a financial barrier that is keeping someone from leaving today, can we solve it?

As well as how can we have shelters working not just individually but among those three where most people go if they're seeking a bed tonight, um, coordinating on like really quick resolution, so uh and that times in with some of the work that we've done downtown to get more folks to go into shelters.

So if we want to continue this reduction of people sleeping outside, we need to see more exits from shelter quicker so we have more beds for the next person.

And we're starting to see it's a lot, and I'm looking at back here behind us.

We're not just talking about using one-time assistance or some additional staffing, we're talking about like kind of reconfiguring the space and also um being able to take people in overnight.

And so we we've seen a lot of progress, especially over the last two months.

Um, as we've learned and pilot this, want to thank the data center for always saying yes to what what's next, but we're starting to see a lot of folks um exit, and we're starting to see a lot of folks who are have income who can't get back into the housing market, don't need long-term support.

Um, we just need to help them find a place to live, and that's been one of our code focus areas.

And when we started this, we talked about um there are many people in shelters who just need a little bit of support to get them back out of a shelter on their feet, and that is really what this work is doing.

It is is quickly moving so that people aren't staying in shelter 60, 70, 80 nights, but we're reducing that to under 45 days at most, if someone is in the place of homelessness.

Um I heard this story, and I just uh want to share this of how kind of this work is happening across different segments of Safe Move Tulsa.

Um, one of our outreach work workers was doing a ride along with um a police officer in during the closure, right after the closure of downtown, and they encountered a couple under a bridge and started engaging in and going through the process, offering them shelter and the one of one person in this relationship, the woman was working, and the gentleman had some um criminal justice involvement, and they didn't know what to do about that, so they were just living under a bridge.

She's going to work every day, they have income, uh enough income to get an apartment.

They didn't know how to resolve their problem.

So within a 12-hour time span, they were offered transport to day center.

Day center had opened up bed space, day center within that next morning was entering into the rapid exit and resolution to get these folks the um the support that they needed and housing that they needed.

And so it is like it is that sort of work that's occurring across the system that had we not started the downtown closure work, those people might still be sitting under that bridge, but we were able to quickly connect them to a place to be, and those supports the next warning.

So thank you for that.

That's that's a wonderful uh testimony.

Um the working group, I'm not on the working group that is talking about these uh, you know, talking about this these topics.

Are there notes that are produced similar to the small budget committee that uh we could receive, or how how does that kind of work?

Like I'm looking at Sarah.

Yeah, so the work here has two phases.

The second phase has not started yet.

Okay, um, and so the first phase was really to talk about what would some of the FY27 funding look like.

Um, and so those very similar presentations, handouts have come to this have come to this table, and there's only a couple of those meetings that had occurred, and so um the next phase is really to talk about funding strategies um and potential dollars moving forward and outcomes and tracking those outcomes.

Um, and that work has not started yet, it wasn't meant to start before finishing up this budget.

Yeah, sure.

That makes sense.

Um thank you.

And then I have a quite this is my final question on the ARPA spin down schedule.

Um I'm trying to make sense of the the um month, like for April, it says 50 and then 35.

Are those the people that have been uh helped in that month?

Yeah, so that because you see on the looking at the spend out schedule, a lot of those payments are the new move-in costs.

So, what is that you know, cost for the initial move in and then the ongoing payments of rent, um uh, and as well as furniture, you know, some of those other direct costs.

So we put the projective movements, these are folks who are moving into housing from unsheltered occasions.

That's our that's our schedule at this point um to get to 300 individuals uh housed and supported, and so you see how that co that um relates to the spend down and cost.

This is this is um April of this past year, this April 2026.

Yes, so um I think in April we had a little bit of a lower number, but in May we had a higher number, so there's a balance of it too.

And then I think the part that I would want to like to hear is that um we put the uh spending schedule together through September to just show that move in projection as we're identifying in Canada's and how many people move there and how many need to house.

If you'll look by the time we get um through September, if we were just looking at ARPA funding sources, we would actually overspend by 600,000.

So that's where other funding sources will have to come in at that point.

What I'm looking at is like the rent utilities, new move in, ongoing payments.

Um that's a sort of a snowballing cost month over month.

But as if the goal is we exit people after 12 months, maybe I imagine it as a hill that uh as people begin to exit, become stable, we're spending less money on them.

But uh so maybe it's sort of a wave as new people come in and other people go out.

You would see your peak of expenses related to rent move in um near the end of 2036 as we get the full 300 people who've been moved in house, full staffing costs, and then uh as people exit from assistance, then you'll start to cross down.

That's right.

Okay.

I think that's all and then with additional funding, we can continue housing, and then so then that's where you'll see you know, okay.

Okay, I have counselor Bush and then Bengal.

Um, just two quick questions.

One on the opioid dollars.

Are those opioid abatement board dollars or the direct deposits you all get?

The settlement, the direct, the direct.

Okay, and then on the decommissioning of encampments, is there a list of who's next and what's happening and how can we access that?

Um I know in my district, the entire 51st street corridor is really bad.

So I'm can't even begin to tell you where to start on it, maybe at the river and work up, or maybe it's easier to go downhill.

I don't know, but it's right along that highway system is super bad.

Yeah, and so what you what that what you're experiencing some there, and what we're kind of seeing a little bit of is some movement starting to so maybe people aren't sitting there for long periods of time, but there's people coming in and out, and that is really a different uh we're gonna we're gonna be looking at that uh what approach we begin to take for to solve that problem as opposed to with this right now.

What we've been doing is we're some of these long-standing larger encampments that have um that we need to take care of to close and then begin looking at okay, we have 51st Street corridor from this street to this street that where there's just cycles of folks moving in and out.

How do we begin to focus on on an area?

So it's a little bit of a different approach.

Um, it's similar to what has happened downtown where it's kind of a uh zone area approach um is what we're will begin as we move into the next phase start starting to look at as we are closing areas, it's not just an encampment site, but it might it will include an area.

So, about when will that start?

I think it depends.

So I'll just say for two part and you know, we mentioned other leverage resources with the encampment decommissioning and safe move building really capacity.

We're having to think about like how does the almost respond system sort of organize around these resources.

So you mentioned housing solutions staff has really done the direct encampment decommissioning process.

But as we are getting more where we've been having conversations with other service providers, looking at family children's until state center behind us, both on what outreach capacities need to do encampment, what is needed to identify the encampments moving forward to build out that list, as we've done some of the really long-standing um well-known encampments, but we know there are more in the community, and then also what is needed for emergency response or like urgent issues.

So um outreach providers are meeting right now to figure out how do we create that balance so we can go through a four-week encamped decommissioning process, we can identify where there's encampments or regular stairs, and we can do crisis response.

I do want to say it is helpful too.

I know we talk with the city, and so when we get um uh constituent reports or city council share where there's regular camping occurring, it's helpful for us in terms of you know, where do we work with outreach to identify a regular location?

As as Emily mentioned, one of the challenging parts is the um, you know, because the encampment has a definition of a place where people regularly sleeping setting up structure, whether it's a violating of private property trespass or co-norents, it can be a little bit different than what members of the general public sometimes think of as an encampment as a place where there's trash or people loiter.

Um so that's been one part of like how do we distill where's a place where people are setting up an abode of regularly sleeping is something that we've learned too because we've gone out to a lot of sites where there's a bunch of trash piled up, and it turns out there's not many people sleeping there.

Maybe it was illegal dumping that happened, or uh it's a place where people congregate during the day but don't sleep at night.

So I would love to or the reverse is true, March.

Or the reverse can be true.

Because at 51st in Lewis and 51st in Harvard, especially, I mean, because I've been out there like at midnight.

They are camping.

Yeah, it's a public campground.

Now they're gone during the day.

So by the time I get the complaint, 31st and memorial.

Not at Yale, you're there all the time.

Yeah, 44.

I mean, we know by name now.

They might as well set up appeal box and right there.

Yeah.

And so that's kind of the next piece of this work with ongoing funding and being able to pull in as as we're doing pulling in more partners to the work, looking at this uh approach of um, is it a is it a specific corridor?

Is it um because people are moving more and how to how are we addressing that?

So, as Mark said that those conversations are underway right now, and that planning is occurring.

We're we are definitely seeing it more.

Okay, thank you.

Okay, and Counselor Bengalop next, and then counselor Lincoln.

Yeah, so help me.

If I'm looking at this from if I were to just be handed this in the public, says phase one funds are projected to be fully encumbered by September.

Is this specifically on the ARPA funding?

All of this is that all this is focused on, or are you talking about all six million?

Yeah, all of it.

All six million will be encumbered by section number 30.

So as the spin down is occurring and more people are coming online, when they are um exiting homelessness, those dollars then for the next year are encumbered.

So they may start out with one month on Art Buck and then move because that spin down how we've hit that deadline, then move to a different funding space.

Okay, okay, so and then you're also saying, and you had was it five million in private dollars?

Uh-huh.

Four million and then a one million uh one-time gift to the WC.

Right, and so you're saying that basically we're going to have to absorb the cost of the harbor, which is about a one million dollar operating cost per year, right?

Uh-huh.

And then also this case management as well.

The yeah, the case management has been known and built into we had actually planned it in the in as we were kind of even talking about the original budget, and then they received the grant to cover that.

So we were able to do some more front-end hiring.

Um, so we have known that in the budgeting process that that it would become a contract, a sub-recipient contract from the get-go.

So let me ask a question.

This is a rumor, so I want to stipulate that.

I understand there's some issues with one of our partners here where their invoices are not being paid timely.

Do you want to speak to that?

Um, or there's like some interference with uh their organization, and that their invoices aren't being paid on a timely basis.

I don't know if it's related to safe move Tulsa, we are having regular meetings with grants and housing solutions.

Um, so anything else, I'm happy to.

That's floating out of the public.

I'm just curious if you've heard that.

Yeah, but if it is relating to safe move, um, that's what I can speak about.

Is that um we are we're meeting regularly, and so housing solutions what if it's related to the the winter shelter, right?

Then I'm trying not to say the individual organization.

Purposefully.

It's hard to respond to something.

No, we're not gonna say I'm happy to figure something out, but I are it's related to the winter shelter, right?

I believe I don't know what the problem is to address it, but I'm happy to address if there's an issue.

Okay, okay.

So what so let me ask the question this way, then every invoice that the city receives, we're processing that timely, and getting it back to the folks that are that we're partnering with to do this work.

Yes, okay, yes.

Now, when the when and I I believe I don't know if grants is still here when grants reviews an invoice, if there are questions, they will reach back out to the person to the entity for follow-up, they may need additional information before they can approve it.

Okay, maybe one just if I can help counsel, maybe it's helpful to kind of walk through when there have been challenges with invoices, kind of what happens there, and maybe there's some uh some things that we're doing on the front end to help folks.

I think to the part of the question is what happens if there's a problem with an invoice, how do we ensure that it gets done or whatever?

I don't know if that might be helpful counselor.

Yeah, it depends on on the answer, yeah.

Sure, so I think this is part of the role that we play is that you know if the city has to subcontract with multiple different partners, it takes a lot of time and adds a lot of complexity, and so we take down that burden of uh of sort of the financial intermediary, and then we also provide as much guidance as possible to partners that we're working with.

So, especially with winter shelter, when you talk about um different staffing temporary staffing, the city has requirements on how you do your time reporting, how you do your expense reporting, um, you know, uh and especially with the ARPA dollars making certain that those are aligned and usable.

So we provide guidance with part uh partners on that.

Um I will say with the winter shelter, because of sort of the uniqueness and expanding.

I mean, these reimbursement packets can be 300 pages plus long, and so there's a significant process that goes into for the individual organization compiling those expenses, working with us to send them that we review and QC, and then we send to city, and then the city then sends back if there are corrections.

And so we have had things where uh an individual, like how they do their time tracking or staffing, it's it's not the way that city grants and finance needs to see it in order to review, and so we work with them to be able to give that documentation to work that back.

Sometimes there's expenses that you know the provider thought were allowable that aren't going to be allowable, and housing solutions works if we can if there's an alternative funding source, so we're not causing harm, but there can be a lot of back and forth and process, and that is a tricky part.

I think that is um, you know, one of the values that you know nonprofits bring to this space is like working with government, having to justify the use of taxpayer dollars is a challenge, and and we support our partners in doing that.

Um, but uh I think that's you know, it's a little bit of what we know going into it.

Um it's also some of the complexities.

Not winter shelter, but talking about safe move, when you have three different funding sources working with partners to manage what's allowable, what's not, how you can structure this, it takes a lot of time and work, I'll say on that.

Um so I would say there's uh there's that, and so there's a learning process, especially if a partner has never received federal dollars before, and that's gonna is gonna come with different restrictions than funds you might raise through your own fundraising.

Um, and then I would say that there's also just that built-in delay of you're gonna have 30 days where you do your expenses for an organization, it could be anywhere from 10 to 30 days to actually compile your expenses so they can submit for the reimbursement and all the processing time.

I mean, best case scenario from expense to reimbursement is 60 days, but that's just usually not how it's gonna happen.

It can be on a 69%.

So are we front loading the training on how they need to fill out their paperwork and their expenses so they can be reimbursed on a time because I'll be honest with you, I would never want to do this because you might have to front load some expense and how they fund those things up front, dependent upon a contract that they may have, and they um like I said, I want to be very careful when we have folks that are doing this work and they're front loading the cost on this, and then potentially they not may not meet the requirements or may not have the under same understanding of uh the use of those fundings.

I want to make sure we don't put these partners at a bad position.

So hopefully when we're bringing these partners on board, we're front loading the training to understand the requirements and the use of those fundings and not expect that they would know that it should be part of the absolute process.

Right, yeah.

And we do uh when working with partners, we set an expectation that like you're gonna have to have a certain amount of cash on hand just to be able to manage and flow.

I'll be fully honest that housing solutions when working with smaller partners, at times we have front-end money uh expecting a reimbursement, um, so that a partner is not uh damaged or right has to be and so we can also build nonprofit organizations' capacity.

We can't always do that sometimes, depending on the size or the scale of the expense, but especially when working with a nonprofit.

We've done that in the past where as they've sent their expenses and receipts, and we've done our QC when we have a great deal of confidence that the city will reimburse.

As and again, this is where us being as the financial sole source, we could do this.

We couldn't do this unless there's that process.

We have advanced expenses, or we even do things like when the city approves an expense, but maybe there's going to be a delay on the ACH.

We we pay immediately, knowing that the funds.

So we're trying to make every uh every part that we can to help partners with that.

It's just it's a cash flow issue, and there's a little bit of risk too that you got to make sure that what your expenses incurred can be reimbursed.

But that is a little bit of the nature of unfortunately um working on a reimbursement basis, and with federal dollars are always very restrictive.

Okay, so I want to be very clear.

The statement we're making here is we're not interfering with anybody else's organizations, we're not blocking any payments for expenses or invoices that are purposeful and intended for the for this specific initiative.

The only time that I'm aware of or delaying them in any way, shape, or form.

Not on an intentional basis, or unless in a reimbursement because yeah, and this does happen that an expense was occurred that wasn't allowable based on the funds.

Right.

And I'm sure you would be able to articulate the rationale behind that.

So this was a rumor that I've heard recently.

It's been floating around.

So this is the place to ask that question and have an answer.

That's all I have.

All right.

I have counselor Lakin, then Duddon, then Doctorate, and Gilbert.

Yeah, we just did everybody.

We should have just gotten on the table.

You may have said this.

Where are we on the 300 number?

What number are we at?

How many people have been served?

So we have out of encampments.

No, it's not in there.

Um we are at our last announcement, 134 with nine encampment closures in downtown, and just at the end of June, we're gonna make a um another announcement that will be our next update on numbers.

How big will that number be approximately?

I think I share that number.

We're gonna make a teaser.

So we're actively working in an encampment right now, and the progress that we've seen with working with shelter partners has been significant, especially over the last.

I keep I don't want Mac to feel like there's a spotlight on him, but um uh especially the last, he's they're doing amazing work, especially over the last 30 days.

So it'll be significant, significant.

Or the next update will include rapid exits and another enclosure.

But don't those include uh encampment closures from like Riverside as well?

The 134 does.

Right.

Okay, you said nine uh downtown.

Nine encampments plus downtown.

Oh, plus downtown.

Okay, it's on the website.

Isn't so in this statement under key milestones, the third bullet point it says that they'll be supportive with this subsidy uh through August 2027.

I think there's a September in that first bullet point fully encumbered by September 2026.

That's dependent though on the 300 number, right?

Yeah, and so if you don't hit the 300 number, then the September 2026 moves a little bit.

No, because we have to spend ARPA dollars down.

Well, I know, but if you only have 200 people, then how are you going to spend the ARPA numbers down?

Oh, yeah, but well, we'll we'll get to the 300.

Yeah, okay, by SIP.

It's a yeah, and then where I can't make sense of where you are in in these numbers, so I don't know what this thing at the bottom means.

I'm trying to figure out so you have a balance of 1.26 million.

I don't know what that variance means, what yeah, or how are you gonna spend the 1.26 million between now and the day that we have to claw it back so that we can use it for other things in the city?

Yeah, so we're shifting the majority of payments uh moving forward in these categories to be all our but to make sure that we're on track for that spend down.

So um I think the ARPA remain maybe would have been a little better to flip that.

The ARPA remaining balance currently is 1.26 million with this projection of new movements to housing and the ongoing costs that we predict by the end of September, those total costs for rent utilities, move one time movement expenses, program delivery, and a little bit of index direct would be 1.8 points uh 1.8 million.

So you can think of that is that if we stay on track with our movements, which our aim is to do that by the end of September, that it really in August, um, that we would actually fully expend ARPA, and we would have to move to another funding source for those expenditures.

Um, or if say, you know, we get uh a little bit behind on some of those move ins.

We certainly have uh we're predicting that by the end of September um that we will have spent all of our funds and even really before that we'll switch over to another funding source.

But even if we do get a little bit perhaps behind on some of our projected schedules, um, we have plenty of cushion to make sure that the RPO will be totally expended, and then so we're looking at it suspended or encumbered expended, expended.

As it says C below, that's where I'm I'm getting confused on the.

I mean, I I think I know what you're saying, but I'm trying to to just read it literally, and so uh this is why the explanation of the conversation is good.

Yeah, yeah, absolutely.

I see you now where it says C below, and I think it covered makes it a little bit confusing.

Yeah, and it does have to be expended per ARPO rules.

Okay, and you believe you will expend it by maybe August at the latest September 30th, based upon this schedule and your um things that will be discussed and disclosed relating to numbers that will get us to the 300 by a certain date.

Okay, going back to counselor Bingle's earlier point with respect to the monies that have been spent, are we when we're talking about spending money, encumbering money?

Are we talking about the six million or the eleven million?

I've heard both things.

So what we're looking at right now is the encumbered is just the city dollars.

Yeah, they uh and you can speak to the private dollars because I don't have a yeah, the private dollars.

What we found is that the private dollars do plug in on some of the encampment decommissioning and the longer term assistance, um, especially for expenses that may not fit under ARPA or OBO categories or some of the one time expenses, like setting up a rental payment system that we've had to do to be able to manage and build capacity for this long term.

But the majority of those dollars are going to uh the rapid exit, um, some of the shelter capacity work and some other uh one-time assistance.

So that um we we there's uh there's still some blending, especially for flexible one-time costs, but in general, um right now they're a little bifurcated.

That could change the having private dollars align with city dollars is really important.

I I don't know.

Hopefully, you know, with next year and future years funding, what those funding sources will look like, and we're maybe have restrictions, and so having private dollars that have more flexibility that we can braid in will be really helpful.

But for right now, the vast majority of the four million dollar commitment in private is going to um the flexible assistance, additional staffing related to shelters and that rapid exit, and then some of the overall initiative administrative support system investment, not really related to anything that we see on the first page, the front page.

Not too much.

There's a little bit, uh, but not enough where it really would uh with some expenses that wouldn't fit within some of the budget uh categories that might muddy the waters related to those direct private dollars.

What's not reflected in here is that one million dollars and funding that went to YWCA.

So that is direct to YWCA.

So we we don't report on that budgeting.

I can say, you know, pretty confidently that based on them hiring their staff and their expenses, they uh I would expect that their expenses are are over 750,000 at least at this point, um, just based on when they started and where we are in the year, and so that I think the city council should think of that um not as like taking over a cost letter, but that was additional dollars that allowed us to get service.

Do you do you know what the accounting of it is?

Like of that four million dollars, how much of it has been spent, does housing solutions keep track of that?

Yeah, is that something we should have access to or could have access to?

Just that we can see, hey, here's what City of Tulsa dollars are doing, here's what the private sector dollars are doing since we're in this together.

If if it's okay with you, counselor, I would like to talk, you know.

Oh, yeah.

I'm truly asking.

Yeah, yeah.

I I think if it's okay with you, I'd go back to the private funders and just make sure that there's level of comfort.

I think uh it might be helpful to if we look at just like total initiative, I think, and and expenditure and everything like that.

But if it's okay if I can take that as a follow-up, sure.

Yeah, no, I need to know right now.

Um, no, so on advancing.

So, so City of Tulsa funds have been advanced to housing solutions.

Um, housing solutions, you said has advanced, so you have advanced or you've quickly reimbursed some of these nonprofits that are I presume on this list.

Um how what's the balance of the advancements?

No, you're not for safety, not for safe, but we're talking for the winter shelter when we were doing some advancement, especially working with a much smaller, uh, some uh smaller in terms of uh size and capacity nonprofits.

So I believe on the initial advance that was provided um through safe move Tulsa that's been totally expended at this point, uh, maybe except for a few of the CRF.

Um except some of the CRF is um, I think the ARPA advance is completely done, and then I'll have to go back on the CRF dollars.

So there might be a little bit remaining uh in the CRF.

I know for the ARPA, because it's federal dollars, and if there's an advance of specific requirements on how we set those dollars aside, I believe we fully expended that events two months ago, uh I believe.

Um so I think at this point I'll go back and look at the balance on the CRF advance.

I don't think there's that much.

And counselor, just for clarity, when um Mark mentioned uh paying for winter shelter, that's just out of housing solutions budget.

That's not no city is never advanced dollars for winter shelter work, so that's just out of their own budget.

So we did advance for for safe move, uh-huh.

And we believe, but we didn't advance any monies from safe move to any of these partner agencies.

No, there's no advances on that.

They just have to support that through their own budgets, cash position, then then as reimbursements occur, that reimbursement is deducted against that advance.

Yeah, so they have to.

Right, right, correct.

Yeah, that so our subcontracts with other agencies through SaveMove right now are specifically opioid dollars, so there was no advance with opioid funding.

So we wouldn't have the ability to do that, and we've structured this that the subcontracts with nonprofit partners that are part of the you know opioid funding, we've tried to keep that to staffing and some direct payment costs to make that reimbursement process a lot easier on them.

So some of the more complicated um costs to you know how they measured the rent, the one-time assistance, the move-in, some of those other costs, housing solutions is not expected than that.

Uh, the nonprofit partners to direct payment, and so we we try to minus minimize their sort of floating cash requirements, really just the staffing and a few other, you know, reimbursement mileage, those kind of things, so that um, and most nonprofits are you know used to you're gonna have your payable expenses, and if we can get that reimbursement in the next 30 days, it it's it's sufficient.

Okay, I may have some follow-ups, but let me turn the floor over to other people.

Thank you all.

Okay, I have counselor decorate then Gilbert.

Thank you.

So I'm on this chart here.

Can you help me understand March?

It says move-ins, it's blank, but there's 38,000 ongoing payments and furniture at 815.

Is that just number missing?

I think that so that 38,000 was um the number of expenses related to uh March and uh the move-in kits and furniture.

We didn't have how many did we have?

We didn't have any move-ins.

Um, I think we had some movements uh in March, but really we're counting them all in April, yeah.

So the sixty-three thousand dollar on this March line item was like ramp up costs or something.

I'm just trying to figure out what that one is.

Some of those costs and we we purchased uh a lot of the movement and furniture kits because they get shipped.

We purchased them before uh some of the move in to get ready.

Yeah, to get ready.

Okay, so March was like let's get ready with some inventory.

April, we're actually distributing it to people.

Correct, okay.

It's just a little confusing on there.

It's like if there's a four-week window for closure, yeah.

Um I appreciate Councilor Lincoln asking about the four million private and your distinction that there was another million outside that four, that was a launch because you had said something some of these partners received public funds, and my question was is it inclusive of the floor or exclusive?

So it's exclusive.

Um that's matched to our six, that came directly to you, right?

So you're managing that for against our six, yeah.

Okay, and that process, we haven't received the full board.

It's on an ongoing uh special distribution basis.

Um on the opioid dollars, will those be spent down by September?

That there's not a time limit to spin those down.

So when the ARPA dollars spin down, opioid will kick in and start filling some of those gaps.

Does that fill the $600,000 gap here?

Some of it, yes.

And then $1.3 million of it has been entered into a contract for day center and family children's stabilization case managers.

Okay, so this negative 599853 is covered.

Uh-huh.

Yeah, other by that.

Does it need to be covered?

I ass as manager.

Yeah.

No.

And out.

Okay.

Um have we applied for more opioid grant monies?

So this is not the grant, this is the settlement.

Okay, but have we applied for opioid grant?

Um there was yes, there was an application, and I'm not sure what the uh do we have an award.

I'm not sure what that the result of that was, but it would not for safe move.

Yeah, I understand that they I'm I guess I'm sitting more at the whole um universe of homelessness and housing because we still have eviction work to do, and um maybe some utility support to do, maybe some rental assistance to do.

So, you know, I counselor Lincoln and I are the only ones at this table besides Mark, and I think you were there part of the discussions on the 3H task force.

And so in my mind, Safe Move Tulsa is one facet of all of those big recommendations, and I totally understand why this administration's focus on safe move.

Um, but I'm still going back to these other um supports that we know, and I will just say I've shared this with some of my colleagues.

The longer we do this work very concentrated on downtown, the more in my community I'm hearing, hey, I'm having a hard time paying my rent.

We're paying my utilities, we're keeping a house, you know, keeping stable housing, and it seems like to me that I have to fall into homelessness before I'm going to get support.

And I have a hard time, you know, saying no, that's not true because we don't have these other supports in place.

I'm not saying it's a safe move issue, I'm saying in the whole big strategy.

Um, I'm starting to get some of that from folks.

I'm also hearing frustrations about the decommissioned encampments in my community that now have more people back, and I have conflicting reports from law enforcement versus the conversations we've had about are those new encampments, people passing through whatever it is.

When law enforcement tells me that they have to go out and get people off the properties that we say we've just decommissioned, I don't think they're confused.

So I'm just as we have these very public conversations about where investment needs to go.

I just want to level set on opioid dollars can't go to safe move, but they could go to some of these other things.

They could go to a court um, you know, addiction services docket or some other ways that we can help prevent um drug addiction or help those who are in the throes of it that are just stuck in this reevolving justice involvement, then that puts them even further away from housing.

So if you learn of those opioid award grants, we I would love to know if you got them and what they could be used for, so we can think more strategically.

Yeah, thank you.

Um I want to talk about outreach, Mark, because you know, we through the pandemic, we're able to scale up outreach for a long time.

Outreach was just concentrated on downtown, and then we were able to get these quadrants of the city covered.

My understanding is now a safe move, those folks have been really refocused on decommissioning.

Do we not do we still have teams that when we fill out that form for help?

People are deploying like timely.

Correct.

So housing solutions is dedicated uh between four to five staff members directly to encampments.

But if you fill out the form that that goes to housing solutions, but it's distributed to other uh outreach providers partners.

So it it's not just like housing solutions staff, it's the continuum, it's the continuum, correct.

So what we are experiencing from an outreach perspective, yeah.

I think especially over um uh I think Mac's gonna like do you know how many teams we have just citywide?

It's been this has been I think part of the tricky part is that we did have an expansion of outreach services, but then we have had a reduction over the last couple of years, especially and you know, family and children's this year that some outreach teams are funded with state mental health funding dollars.

Okay, or ODMH, and so um, you know, we know that those contracts uh were disrupted and that there's still some work that's being done with those organizations, either on reach staffing or re uh getting some predictability.

So that is at a negative impact on some of the outreach-based work, um, and then as um uh some private dollars for other nonprofits that do foundation uh that do outreach based work, you know, that's year over year.

So I would say at this moment we do have um less capacity in terms of staffing for outreach than we did a year ago, but I would put a lot of that towards the state reductions in funding, okay.

And then um, but like impacts on citizens, they feel that for sure, right?

So I just wanted to one ask if it's a real thing that's happened to find out why.

Um, but you're saying right now, if if somebody goes on that help form, it is still deploying out, it just might not be like that day.

Yeah, it's most likely not gonna be that day unless it's an emergency.

It used to be like that day, you'd get like a phone call or an email.

Okay, um, Emily, you had said something about there won't be any new placements until additional dollars are approved.

Are those the additional dollars in the budget proposal?

Okay.

So we're not talking beyond that right now, right?

Okay.

You know, we got a memo from you earlier in the year that was like if we don't get 20 million dollars by July, this whole thing's falling apart.

Or we know like we've solved for that problem now.

The 20 million, we've um we've solved this six million, and then on if we receive ongoing private dollars, that allows us to continue at the pace we are currently continuing.

The 20 million was to do it at scale, um, and just with phase two, uh-huh, to do it at a uh it just allows for more people versus so phase one is the 300 hard to house, a thousand total, but these lighter touch support.

When do we get to the lighter touch support part of phase one?

We're starting, we're in that now.

That's the rapid exits out of shelter work.

So where are they rapid exiting to?

Do we have like a ton of we have 600 apartment units, housing units in the ecosphere to put them in?

I'm just trying to understand how we do this in six months.

Absolutely.

I will give I'm happy to um give some examples of where some of the outcomes.

So we do have folks that are exiting into their own apartment units.

We have a lot of folks who are reconnecting with family, and creating some not new units, yeah, more natural support systems.

We do have some folks that there's transportation, um, that you know, whether it's yeah, you know, uh they have uh family or uh uh resource or connection, you know, in adjacent areas.

Um we do have a small number, you know.

I I know this is something that the day center focuses on really well, that rapid exit assistance has helped them get into long-term care for kids nursing or assisted living.

So it's sober living as well.

So it's quite a large variety of what those different types of exits look like.

And do you feel confident the 300 that you've been working?

We're at like halfway point with that number that we can take the 700 in the next six months, or you I guess some have already started.

Do you know how many of the seven?

Like our goal is a thousand.

Yeah, we'll have an announcement very soon.

Oh, this is the thing we're waiting for next week.

Okay, all right.

Well, I guess I'll read the press release.

Um, or read Kevin's story.

Yeah.

Um you talked earlier about the average takes 90 days, and um will need up to 12 months of support.

Is there any plans for beyond the 12 months, or it's just 12 months and then you're on your own?

Right now we're trying to figure that out.

I think the funding with safe move has been a 12-month uh length of assistance in terms of ongoing, you know, subsidy or support, it's been really challenging from the homeless response system as a whole.

HUD released um the annual uh notice of funding opportunity that our community has applied for every year.

Um just this funding opportunity was released about four months late last year and then canceled twice and never released.

So, we were fortunate that Congress actually renewed those contracts, so we didn't see um a loss of funding and programming uh here, but we had quite a few nonprofits that had went months without knowing um if they would even reimbursed for expenses.

That um federal funding source is shifting much more towards short-term assistance, um, very heavy focused on substance abuse treatment, income and employment.

Um, and with uh so it's it's really hard for individuals that are they need long term longer term care to find where that might be right now.

It's it's what we're doing you have a funding map in the continuum or just with housing solutions where it's like here's what we had, federal state, because those are things right that are definitely impacting, as we have built out ours and have to be flexible and responsive can you provide something to us that says like here's what it was here's what it is here's what we think it's gonna be just so we all of us here can really understand the whole landscape I think some of us have dug in a little bit more and it's we don't eat sleep and breathe this every day but I I do understand like when vouchers recede when the units who accept risk vouchers have gone away you know uh there's a big redevelopment happening in my district with one of the worst of victors in the history of the city um who caused one of the worst disasters that I would say of housing and they're back in business I'm sure they're gonna be offering units to rapidly rehouse people their rent rates are double of what they were when we shut them down those buildings are exactly the same with you know the required improvements um but I at my community meeting they committed to not um accepting any voucher recipients whereas before they had taken 75.

Mind you those weren't the ones in the worst units it was the market rate rent folks so I just you know as the ecosystem keeps shifting and I know when we use our incentive dollars for housing we are putting those caveats are and while I talk about that disaster in my district we have a new housing partner coming in that's gonna do 300 and something units all workforce and you know affordable right so super excited it's gonna take them 24 months though yeah right so um if you could in your free time or if you already have kind of map out for us these different moving parts like when the state didn't do this that left this gap yeah especially on the social work support side right because at the end of the day in order for us to be successful people need the the support the housing the things they need ideally we have partners at the federal and state and tribal level backfilling some of that or support you know propping up some of it but when they don't we still have those needs so I would like to better understand that as we really start having conversations about brown ordinance funds um future grant funds uh a Go bond you know uh lodging um tax like all of these things we really do need to understand the full landscape I think financially um so right now there's support for up to 12 months for those who need it and beyond that maybe shifting to something else but probably not full capacity that we need same on the housing side um which is not new and for you know not new for any of us to know I was just in my brain I was like how in six months do we take 600 or 700 people but if some of them are going back to family or into nearby communities where they came from or whatever then that like makes sense to me.

We've been able to even out of some of the rapid exits reconnect folks with um their tribal needs yeah and get them IDs and do all the things.

I think it'll be very important as we continue to talk about decommissioning to start talking about who is staying in housing you know the point in time count folks some were celebrating others were scrutinizing and going looks like six people difference kind of talked about earlier how more shelter space means more people are sheltered at the time of the count that doesn't necessarily mean they're not sleeping out today because it's you've got one person with one issue that needs a very um specific program.

I think it is important though to talk about retention or you know stabilization I have concerns that from providers they're saying yes they've exited homelessness and 90 days later they're back out and so we need to be honest about what that looks like and is it sober living that we need is it more um inpatient treatment that we need it's gonna be important that we know this so we can advocate for it and also look at where investment needs to happen.

You know, and then celebrate the wins when people literally just had a bump in a row, got on the pathway, and are doing all the things that we hope and pray for them.

But I really want us to the numbers are confusing to a lot of people, including at this table.

And I understand celebrating wins, but I I am concerned about overpromising and under delivering.

We have had to work so hard.

I will just say I ran on a platform for unsheltered homelessness in my community behind lows because it was a problem that nobody at City Hall was talking about in 2018.

In fact, I think most people thought uncheltered homelessness was a downtown issue.

And for at least my first term, the conversation was that is for the faith community and the nonprofits to do.

And then COVID hit, created more crisis for people for evictions, we had to get moratoriums and things in place, and I think that is the first time with those federal dollars that we were really able as a team at the city to go we have a role to play in this.

Doesn't mean we take the lead, but it we we do have to be in and through the three H task force work, we heard week after week why the hospital system, the housing partners, the frontline workers lead the city to convene and to be at the table financially.

My concern is that if we're not all on the same page with the numbers, the costs who we're serving, how we're serving, we lose the confidence of the public.

We all know that for the first time I think in 2024, when you ask the public their concerns about the city, homelessness was there with streets and bridges and public safety and the things that we know have led for years.

So collectively as a community, we know this is a problem that we need to address.

We need to maintain their confidence that we know what we're doing, we're using best practices, and when we um you know, say we're gonna house a thousand people by December, or that's our goal.

Like we have benchmarks and we're measuring it, the dollars are flowing.

Um, I do have concerns about what Councillor Bangle just said.

Um, it's very difficult for non I don't need to tell you to front the dollars and hope that the government contract backfills it timely.

I I would ask um, you know, how are they doing it?

Are they on lines of credit?

Like, what are they doing to front dollars that they're waiting half a million or whatever to come back through the door?

It makes me nervous.

We have to be good partners to our nonprofit partners, including housing solutions tools.

And we've talked about how the city fell short with you all, right as you were coming in to lead the agency.

So I think for our purposes, the more we can track these dollars.

I think we were supposed to be getting monthly reports, and maybe that fell away, or they just started coming by email.

But I would just say as fiscal stewards, it's our job to also be looking at these things and asking these questions.

And I really am grateful that you brought this to us and Counselor Gilbert, but I think we need to be doing this on a more regular interval so that we can see early where we might have to make some decisions or where we might need to go have conversations, and um, you know, it's not like go do this thing and poof, we'll check in on you every you know.

I mean, this is a group project, and it takes all of us to be um understanding the dynamic as they happen.

I think I will just say I would like to learn more about how whatever happened in the legislative session at the state level now is impacting what we can do.

I don't think I fully understand that right now.

Um, so thank you.

Um, and I'm sure we'll just continue to stay in a dialogue.

But I appreciate you, I appreciate the continuum of care, it's not easy work, and of course, of course, this economic um uncertainty that's all across the country is also a factor in a lot of this and who we might see showing up into the fall.

I had Counselor Gilbert, but she's not actually Counselor Dunn.

Okay, so I'm wondering about the contracts you mentioned earlier, Mark Illy about family and children's services, and uh contract that was going to add six more team members to their outreach.

No, uh just supposed to be.

Yeah, just to clarify um the family and children's contract is with housing solutions for the case management stabilization, and day center.

Yeah.

Yeah.

So the outreach um so you can tell so isn't paying for any outreach related, that's all in either leveraged or aligned funding uh that's happening.

So are any of these partners performing without contracts?

So we have uh, yeah, I think we have quite a few.

So um let's just just to clarify.

So for the um case management for folks who are long-term on shelter exiting housing, we have YWCA, Tulsa Day Center, and um family and children's services.

Um so YWCA, we have an MOU because they're using private dollars.

So that's where we have a line, and then we have a contract for family children's that's in negotiation, and a contract that's been executed with uh Tulsa Day Center.

Housing solutions held in RFQ among uh so qualified local nonprofits could uh you know apply to be a part of this program, and so we have created a process there to identify um the right agencies and and we'll still have that as maybe as this program grows and we can house more people, we need to bring up more partners.

We'll have the opportunity to do that.

Um, but uh other partners like downtown's also partnership that is doing the work uh downtown that's not uh there's no contract, there's no payment that's really an alignment on uh, you know, aligned on some of our goals here, and and so for some other parts like the mental health substance use treatment that happens with grand family children's and creoes, that is um there's no contract.

We're working to, if folks need those services to enroll them in C C D H C, and then align the case management.

So it's it's a little bit of a mix of some contracts, some MOUs, and some aligning of resources, existing services, um, uh to make this big spider web to get people house keeping house.

I was also wondering why the YWCA was using private funds instead of the money that was allocated for the programming.

That is a great question.

So YWCA they already had, yeah.

They already had those dollars, uh, and it was like it was a contract that grant, and I won't get like two too into the weeds, was to help them start a homeless case management program and a rehousing program, and we were working with YWCA identifying federal funding to create long-term sustainability, and then HUD didn't issue um that uh or they did issue that notice of funding opportunity and didn't, and so we worked with YWCM.

Where's an opportunity to um and that funding was always meant to have other leverage dollars, especially for rent, and so in order for them to sort of achieve some of that grant goal, build their capacity in the space, and to meet a really big mean in the community of addressing encampments, we found an opportunity for alignment.

Um, so it just and and also it allowed us them to start hiring staff and getting started to work fast.

Um, and so I think it was just us looking for work looking with nonprofit partners of like where can we bring in additional resources and support?

I don't expect that that will maybe ever happen again, where you have uh a nonprofit that has received funding that is expecting a federal match, and then we can just line those up and they can hire eight staff members in a period of 60 days that had been working in case management for years.

Um so we were trying to really take advantage of a moment with a with an incredible organization.

I think the timing just worked out to our benefits.

So, how many of your partners actually have teams that are doing the work?

So family and children's services has two staff members that they've been um they've they've actually been supporting on the case management pro bono, um, and so we've gotten into this contract.

Tulsa day center is contracted for six.

I think I don't know if you all are fully staffed up.

Yeah, we need two more, but we have we have four.

So you're also a coordinator, plus uh plus uh supervisory staff.

Um, uh so that's in terms of the ongoing case management.

I mean, we could get through uh some of the uh rapid exit.

We had some additional staffing that's come there.

We've also had staffing like um mental health association, staff that was operating Denver House is now co-locating out of Salvation Army.

So we're finding opportunities where we can um, how many people are on their team?

Do you know?

Um the Denver House team, like we just five folks.

They have different purposes and different uses with some of that funding.

I know two of their staff is really focusing on the rapid exit, and then they're also aligning some of the the services that they have that they were doing with Denver House as well.

So it's a bit of a mix, so to follow up with those teams and um what partners are actually doing the wraparound services.

It's my understanding that family and children have 22 clients, and YWCA has 112 that they are charged with with the wraparound services.

That's probably about right.

I don't I that's it sounds about right.

I could follow back up in terms of the specific caseload assignments.

So the folks that are doing the wraparound services are family and children's Tulsa Day Center and YWCA.

YWCA has the biggest case load because they were the first case management partner to come on and with eight staff.

Um, private funding with the private funding.

So they're doing the 112 with private funding.

Correct.

And as we've so the 22 that are being served by family and children's are through housing solutions.

Uh currently, uh family and children's has been providing that on a temporary basis for bono, they've been able to leverage the 16th staff.

They wouldn't be able to do that long term, which is why we're doing a contract, but they've been able to essentially free up some time from some staff to provide that background.

So, and then Tulsa Day Center with their current four case managers and a coordinator in adding to.

So that's part of this is we've done more encampments, housed more people.

We've had to ramp up more partners and more staffing to make sure that we can provide that wraparound for every person.

Okay, so there's really not a definitive number that you guys can.

I absolutely could, I just don't have it off the top of my head.

Okay, I would also go ahead and oh, I was just gonna say we're in the I mean, I think in the process of building that capacity out and and finalizing those contracts with Day Center and Family Children.

So while family and children's has just insored internally the cost of their personnel doing case management, the two people they will now come under Safe Move Tulsa and official contract.

With the contract that is being negotiated right now.

Uh-huh.

Yeah, okay.

Okay, and then um you mentioned that CREOX was providing daily services.

They're one of the referral partners for the ongoing mental health and substance abuse treatment.

So any individual, you know, most of the folks who are coming for encampments are eligible for C C B H C.

At the 73rd and Admiral.

Uh it doesn't have to be location.

Well, that I I guess because that was mentioned about what Cree Oaks was doing with the facility.

I think Counselor Doug Der Wright had asked the question.

Okay.

And you had mentioned that there was outreach and uh services that people were able to access at that location.

Okay, so this is not safe move.

We're going back to what what Creo's building is doing now, right?

Okay.

I just wanted to make sure you weren't just talking about the safe moves, and for okay, I was just it's not safe move.

So they're just operating, they have some of their regular um clinical offices at that location, and be heard will start doing their day services and their outreach as they have done there as well.

Yeah, I'd like to know the numbers that they're dealing with on a daily because I'm hearing lots and lots of complaints from constituents, and that with the closure of the metro station downtown and pending, uh the possibility of the resources downtown also having to relocate, they're seeing so many more people in the district, especially in the admiral corridor, and um outreach services, getting people out there has been futile.

We've had very little response from outreach teams to get out there, and so the prospect of going forward when we don't have information as to how with the closures what it's gonna look like for people where resources are applicable.

So um I'm I'm confused and a little concerned about what that's gonna look like in the district with the resources downtown slowly being diminished.

They're not being diminished.

I I guess I'm I don't know.

Well, the metro station closing is gonna be really significant if it's sold, and um I think we just don't know also if there's gonna be a bus stop still proximally, but if something's well, and I know that the resources also there's talk about the uh soccer field.

I think that's not an immediate, I think that's all speculative.

Well, it's still speculative, but I think it's imperative for I think that has people to understand.

Yeah, I just think any other downtown improvements to stick to winter shelters they can move on your agenda.

Okay, that's concerning to a lot of the constituents about what we're getting in the district and the lack of resources available for them.

And um, I think I only have a couple more questions.

How many of the sweeps, decommissionings or duplicates downtown?

You mean like the same area or the same people the same encampments?

Do you mean part of the closure uh maintenance part?

So um I think this is a uh this is actually a uh a helpful question.

So when we um housed all the long-term sleepers in downtown, and you know, the the closure maintenance went into effect.

Um, you're saying how many folks are we seeing like the same folks every night there?

That's a little hard to tell, because that the closure maintenance is bringing together, you know, activity that was already happening among private security, city security, uh law enforcement and outreach teams.

So, um, and a lot of that engagement, you know, if somebody is trespassing on private property, we're trying to get is that private security person instead of just moving that person to the next property, there are they're part of a process here that could offer that person shelter, but we don't get um uh we don't oftentimes get um like full IDs or uh the way to like um articulate if if it's a if it's a different individual or if it's the same individual is a little more uh challenging because of the natures of the partners, and also you know, if somebody is sleeping on a private property downtown overnight, you know.

If we're trying to access somebody to shelter, we're not like fully focused in that moment on you know getting and figuring out their identification.

We want to get them to the shelter bed and and then that part happens through the intake.

So it's hard to say.

We can we know we have had a lot of engagements, um, especially over the first uh four to six weeks.

We've seen a lot of engagements, um, whether that's people sleeping um uh downtown during the day or overnight.

I think we've seen um a slight uh downtick uh over the last couple of weeks, but we we know it will ebb and flow in terms of how many people are sleeping there.

I think part of this too is we're seeing um you know, we saw good uptick with folks going to the day center.

It's that initial point of entry and and uh building some capacity with some other shelters.

Our hope here is that as we continue to do this work in shelters, there will be less people sleeping downtown because there's more beds available, you know, for them uh as we keep going through the turnover.

But uh, I can't really say how many folks in terms of like an engagement that happens in the downtown spaces duplicate just because there's so many different um private security and other entities that are involved.

Well, I know some encampments have been decommissioned, and then people are back.

I don't know that they're the same people that are in the same encampment area, but I know that uh there have been um two, three times of certain encampments that have had to be decommissioned or swept or whatever in the downtown area.

I think this is the tricky part for an encampment.

We really think of the place where people have set up a structure, and in downtown you may have places where someone like an area where people might sleep, you know, but that they're not really setting up an abode, and and I know that's a little bit of like our speak versus how members of the public would describe it, but um I don't think we've seen too much of people setting up more structures downtown.

We do have hot spot areas where people sleep regularly, and so that's an area where you know we regularly engage.

I do think that in general, and this is more anecdotal, um, that it is it is different folks, yeah, consistently.

Okay, and then do we have an idea of how many people actually refuse services?

I I could get that number for you.

What what we have right now is so there's there's a there's a two-fold process.

There's an offer of shelter, or an individual has to comply, you know, with the ordinance, um, and so they have to leave the space.

And so, and then if they don't, you know, then there's an escalation, and the MCBD gets involved, and it's the same way offering people resource or you know, letting them know they have to leave the space.

Um, we've had very, very few of those engagements that have uh involved an arrest or citation.

Um, uh I can only think of one arrest right now where an individual got aggressive.

Um the number of individuals that go to shelter versus the number of individuals who voluntarily comply.

I I'll have to get that back to you.

Okay, and also I think it would be uh good for us as the council to be able to have a map of where the housing is actually happening.

We don't know, we don't have to know who the people are being housed, but I think it would be helpful to be able to see where these 134 people have been housed.

Well, I think there's some confidentiality with because it's now a person's residence, um, but we can we I don't want the exact address.

I mean, it would just be nice to have a map as to where we can see what what we can do for across the toll sale.

Yeah, I don't want names, I don't need your piece.

Yeah, I'm not gonna send them a card or anything like that.

I just think it's important that we see where the placements are happening, like what affordable housing and then access to resources looks like.

Is that I could see that being really that's why I think maybe that would be interesting about that.

Well, I see and I think it would also be helpful um for citizens for us to advocate for uh housing solutions to be able to continue the work if we can get in front of it instead of behind it.

Yeah, we just I think one thing we'll just want to make sure is that not putting anyone safety in jeopardy by um again showing where people again I don't need exact addresses.

Yeah, I think the broader perspective too, what we're doing is you know, we're housing people.

I totally understand.

You know, are we housing everybody in the same neighborhood, or are we truly like reintegrating people to community all across the community?

Um, and I think that's really important.

I think the the part of this work, you know, we haven't built an apartment complex where we're housing everybody.

People we're finding units, and we try to find it if that's a place where it's closer to work or family or health care or services.

Um, we want to be cautious that um we try to do that also so that people can reintegrate with community, and you know, sometimes you don't want folks to know what your background is because you're trying to start a new chapter in your life, so that you know, just avoiding um, I get all that.

I'm not nibbiism, asking for scrutiny, um, and I think it's fair for us as a council as a whole to be able to have that information.

Also, one last um, request that I would like, um, I think it would be helpful for the council as well, is to have some sort of um detailed line itemization of where all this money is going, not just something where it's somewhat vague and is going to lead to more questions, but actually something that is the council that we can actually look at line by line to see who's and where the money's going.

Okay, that's that's my final request.

Okay, and then thank you.

One um sorry, I know counselor decorate had to step away, but she had one follow-up question she had meant to ask, but I just said I would ask real quick, but I would have asked probably anyway.

Then I have Counselor Gilbert, which is just um for any of the and I don't like this could be safe.

I think it would be hard to discern this for a safe move, but I'm curious.

Can any of the partners get Medicaid reimbursement or are they like I I could understand a mental health association and creoes or CRAND maybe for substance and mental health treatment can access Medicaid and sure reimbursement, but is any is that something that's being explored for any other part of the work or through a partner?

I'm just thinking about you know those other dollar sources.

It's an excellent question.

And um, so this is where, like, mentioning the behavioral health partners, that activity of mental health substance abuse services, not a paid for because that uh you know there's an opportunity to enroll folks, and then that those services can be cost through Medicaid.

One of the uh trickiest parts with Medicaid in the state of Oklahoma is that this uh housing stabilization, which would kind of go beyond health care, but helping people achieve housing stability is a social determinant of health and is really important.

It is a reimbursable expense in other states, it is not in the state of Oklahoma.

So that would just take a state plan amendment, not even a legislative, if that we know Medicaid codes that are for it for other states.

Yes, it would require a waiver request that would have to go through the state, and so yeah, and so um that has been something that we've been working on quite frankly.

We've been working with Healthy Minds on that.

Right now, unfortunately with the State Health Care Authority, there's not a ton of interest in additional waivers, but it is something that from a policy perspective that um and it in other states like Illinois and New Hampshire and uh uh some other states where the those buildings it doesn't cover all those costs, but um, and it depends on how the state can implement it, but it's it's not currently allowable in the state of Oklahoma.

It is one of our you know, housing solutions and a broader way of also advocacy points that's needed.

Okay, there is another if I will if we want to throw out advocacy points here too.

Healthy minds has a lot that is done, is we've really looked at how behavioral health and homeless services in the the costs related to providing behavioral health services for somebody who's unsheltered and really really acute and has high needs, as my understanding really just doesn't line up.

Like the amount of time and intensive supports don't line up at this point, and so um this is where we have organizations that use uncompensated costs and they figure out other ways to be able to do things, but um that's another area um you know, and I know there have been state funding proposals or conversations with the city on how do we um have dedicated resources for some of the folks who have high intensity of needs, um, but that's something Healthy Minds is also working on.

Okay, that's a good note for all of us for future legislative advocacy, because that I know that it can be another pathway with Medicaid coverage, so it's kind of easier to do the like a slot, but okay.

That was from me.

Now we have Councillor Gilbert, and then maybe Counselor Lee can have more questions.

No, he doesn't.

All right, we've been thorough.

All right, um so I guess I want to go back to the winter shelter.

Um I know that Graham Mental Health is on this list as a partner, that they were part of the winter shelter.

Is there anybody else who was part of the winter shelter?

Yeah, absolutely.

So uh are you talking about the facility that was operated um on Admiral or just in general of the winner shelters?

Just the winter shelter in general.

I mean, I know Creoaks did the one on Admiral.

Mental Health Association helped um with the Dream Center West.

Mm-hmm.

Like Day Center provided capacity at Creoaks at times.

Um Day Center Salvation Army John Three had expanded space.

Emergency shelters.

Iron Gate uh supported with uh you know food and some of the basic items at Tulsa Dream Center.

Um I mean family and children's services provided uh yeah pro bonus staffing, especially during the extreme cold weather at the end of January.

Um Metrolink provided bus service to shelters and afterwards, city lights also um uh brought staff and volunteers to group center.

There's a lot of YWCA provided some volunteers, okay.

Um, so and I know that the uh the water authority also helped with um provided the restroom the trailer and shower or the bathroom trailers and the shower trailers.

Yeah, yeah.

Um I don't see them listed on hand.

Oh, this is just safe move and it wasn't this wasn't a winter shower.

Okay, um, was we be heard was a part of that, right?

Okay, yeah, yeah.

So initially B heard was uh so creoes uh uh purchased the building at the end of 20 some period in 2025, um, and then B heard you know also co-hocated.

So um initially Beeher was providing um staffing for the shelter, and uh Creoaks was doing some of the behavioral health services and then oversight of the building, and then in uh in about early January, the staffing and operations of the shelter fell under Creoaks, and be heard took uh took a family.

So the winter shelter is not part of safe move.

No, correct.

It was just the city winter shelter.

Okay.

There's a lot of confusing because we think that all the homeless programming falls under uh safe move.

So um so thank you for that clarification.

Um I want to go back to what counselor uh Bush was talking about in um the encampments, not just in downtown, but throughout the city of Tulsa, especially in neighborhoods.

How much longer is it going to take to get outreach to those folks?

Yeah, so I think our current capacity right now is you see on yeah, it's about that's that's right.

Right now, our current capacity right now is to be able to, you know, we can address whether it's one location or multiple of about 40 individuals at a time, and so 40 a month.

Uh yes, a month, because the uh an encampment decommissioning process is about four weeks.

Yeah, but if you I mean, so it's 40 a month, but most of the I mean uh some of the encampments that I've seen, some of the people, especially that I've seen just walking around um in groups in my um my district are anywhere from two to two to three max.

So I mean, I think it's great work what you guys have done downtown.

Um I don't know how many people are in those encampments of the ones that you guys have uh worked on downtown and along river parks, but when we talk about, and I know that we've had this discussion before at the table, the work that's being done downtown and at river parks, um, those it's pushing people out of the encampments, um it is pushing it into other neighborhoods uh throughout the city.

So um when can you all start focusing on neighborhoods in other areas besides downtown?

Question.

So I we just closed three outside of downtown and are working on where down outside of downtown for those encampments.

One was at Fowler, behind Fowler on 31st and is that Sheridan, 32nd and Sheridan.

Um, there's still people back there.

Well, it it's uh it's a long area.

We closed a certain portion of it.

I'm very uh very familiar with it.

Um so what so we're we're we are working as quickly as possible.

Um the problem and trying to address some of what counselor Bush was talking about as well, is some of the movement.

So, like what what she was mentioning is people are showing up at night and then moving during the day, and that that creates a different sort of need than when someone is staying in a permit in a location.

And so that is the process that as we move in to this next phase of work, working on how do we kind of replicate this zone approach from downtown and take it into other areas.

Well, I mean it just seems like you guys have a good program that you've created and you're doing it downtown.

I would ex I can say this because I'm not doing it, but I would expect, I mean, it's just like any other uh program.

You you do what you're doing in one area, you pick it up and you move it, and you do that same thing in a different area, as counselor Bush just said.

51st in Harvard, 51st in Lewis, I mean all those areas, it just seems like I mean, we know where those hot points are.

Um, and they I mean they're they could be encampments.

I I mean I'm sure the one that you were just referring to um behind Fowler uh Ford, yeah, it's been there for quite some time.

So, um, but I mean you're getting information uh today, so I mean, I I'm sorry, I'm having a very difficult time with my words today.

Um, I would just hope that you would um take what's happening downtown and move it to other areas, uh because what's happening downtown um all of the all the people that don't want the services or they don't know how to get the help they're leaving downtown because they're being pushed out because of the enforcement side but they're going into uh different areas especially in neighborhoods in our parks and um not just downtown or river parks yeah I think that's our intent right is that you know to get to this point where nobody's sleeping outside any part of our community and it's gonna take time to get to that scale.

Right and I get that and I mean just to what you uh Emily what you were saying to counselor Bush is that it's a different um it's a different scope and you're trying to figure it out.

So um but what you're doing downtown I would just it's it's great what you're doing along with the partners that you have that I would just think that it would be it wouldn't be as difficult to take that into other areas so we're working on it.

Did you have to yeah I just wanted to follow up on that uh counselor that um according to the website with their numbers it looks like downtown people have already there's like 44 maybe more and it breaks down if you use their map um I think it's the left the one that you're talking about might have had four individuals that were um is that 71st in granite at that location no I I'm thinking of the recent one the 30 person shared yeah three I was three or four individuals no there are three locations there's yeah so there was eight individuals at 31st in shared okay yeah that's what I've got yeah the highway patrol went through there earlier yeah I'm just saying that I understand your frustration because I'm feeling the same frustration with my constituents so anyway that's all I have to say okay are there any follow up inquiries okay oh sorry yeah no I just want to as we're wrapping up just say thank you all for your partnership in this I think that we are seeing significant progress in a short amount of time I I know it's not happening fast enough um but as we come together under one common goal I think we can see good that is happening and just um hopefully we can continue continue working together and and make greater progress faster so thank you.

Thank you so much and with that we are on agenda item 10 or adjourned