Music Thank you. Thank you. guitar solo Thank you. We're opening up February 14th, Valentine's Day, Social Services Standing Committee. And I'd like to start with a motion on the minutes. And we'd also like to recognize Mr. Julian Beard for quorum. Do I have a motion on the minutes? Move approval. We've got a motion and a second. Any discussion? All those in favor say aye. Those opposed? That passes unanimously. Thank you for that. Commissioner? We have Commissioner Beth Mills that's coming in today, and we're very excited about an opportunity to hear an update on the recovery of social services program. And we'll just turn it over to you, Commissioner. I want to thank you all for this opportunity very much. I'm not sure recovery is the correct word. We're going to go over our budget, and you're going to see that recovery may not be the correct word. That's why we decided to call it the mid-year department report. Go ahead. What I want to do is talk about our funding trends. We could go back to 2000. It didn't fit the page well, so we're going to try to look at the past five years, talk to you about what's happened in our department, what we're doing with a little bit of money, and what our challenges are. We're doing a whole lot with a little bit. And part of that is a tribute to our leadership team. I'm also glad that you all have the opportunity to meet our directors today. Three of these directors are new with government and have been here less than a year. All three of these directors have a master's degree and quite a few years' experience in their relative field, so we have really experts leading our department. Christy Stamball, Aging Services. Connie Godfrey is Acting Director of Adult and Tenant Services. We recently lost Cheryl Talbert, and Connie worked with Cheryl. Family Services, Joanna Rhodes, who's been with us since this summer. And Youth Services, Stephanie Hong, who's been with us, and she was with Partners for Youth formerly. I'm going to let them each do their own departments. I'm just going to do the introduction, so at the end you all can ask them any questions. I would like you all to know that in the interest of time today, we have also left out some major functions that we do with this little bit of money. We have a Multicultural Affairs Coordinator. We have Partners for Youth. Part of their money is in our budget. We have a large contract with the Domestic Violence Prevention Board, which coordinates all violence services in Fayette County. And we also have the CASA program. So those are four other programs that are included in the budget. Keep that in mind when you hear our directors today so you can see what we do. Do I have a clicker? Okay. This is our mission statement. It includes work in our department and work with partner agencies, which we've worked on a lot. We have around 400 staff right now across four divisions, and I'm going to show you what we do with 100 people. I'm back one. This is our percentage of the general budget. You see that bright fuchsia which fits for Valentine's Day? We are 2% of the entire urban county government budget. That is the lowest percentage of the budget that we have been since the year 2000 relative to overall funding. Go back one more. I also want to point out the partner agencies there, which we've talked about. And granted, all of those are not social service agencies. They're three times what we are. So we do support them. Some of the funding that used to be in social services has moved to partner agencies, particularly the funds from the Mayor's Training Center. So those funds are still there. They've just shifted. Okay, the next slide. So budget trends, we started with 2008 and went through 2012 the last four years. If you'll look first at the general fund growth over the years, and then if you'll look at the first line under DSS budget growth, even years when the urban county government funds grew, social services funds decreased. So we have had a decrease in each of those years, of those five years, even though the urban county government's funds did do well in, what, two of the five years. The big hitch you'll see is in 2008, we closed the Mayor's Training Center, and I think 2009 was our last year of having our own health clinic. We're not saying that we want those services back. It would be very expensive to reinstitute those, but there are elements of those services which are now missing from our department. Full-time employees, 193. We're down to 195. We're about half the strength that we've had. It's not on there, but in the year 2000, we had 178 employees. So we have the fewest full-time employees we've had in 12 years. Next slide. This is what happened with our budget trend as part of the total budget of urban county government. And there's a start of recession, and a lot of programs you'd say, well, it makes sense that in a recession that your budget would go down. The problem in this picture is the need of the human services needs in our community at an all-time high. So we have not even recovered up to where we started in 2000. The Pew Charitable Trust announced this year that the poverty rate in our country is the highest it's been in 50 years, which takes us back to 61. And Fayette County's poverty rate is now higher than the state average, so we're doing a whole lot with little. Next slide. We have $6.878 million. I wanted to let you know that even though that is our budget, we have leveraged $135 million in grants. We talk about leveraging here a lot. That's 20% of our budget. We had $3.3 million in 10. And so our grant capacities have fallen. Part of that is federal dollars available. Part of that is one of those grants in 2010 was a three-year grant. We do not have as much staff to write in secure grants as we did in the past, but we still 20% of our budget's grant money. And now I'm going to turn it over to Christy and let her tell you more about aging services. Hello. Favorite topic, aging services. So my office is located here in the commissioner's office, and while we're not quite a division, instead we call ourselves the Office of Aging Services and Disability Support. And here we supervise the Lexington Senior Center, and I've got a lot of statistics related to the Senior Center coming up. But we are really excited to have our very first speed dating event coming up in April, and this is our attempt to recruit our younger seniors that are 60 to 72 years old. We're starting nighttime dance lessons in March, ballroom dance lessons, and it's going to culminate with our speed dating and then a dance for all of the seniors. So that was one of our goals, is to open up the senior center one evening a week, and so we'll be starting that as soon as the time changes in March. The Commission on Community Services for Older Persons just had a name change. I didn't catch that, sorry. We're the Senior Services Commission, and I think Council recognized this group last week or at the end of January. This is a group that's exceedingly active. We hope to be able to use the data and all the work from this commission to support our office and to make sure that Lexington stays an active community for our aging population. The Elder Crafters Program, if you're not familiar with that, is at the Black and Williams Center. There's about 55 members all over the age of 60. The average age actually is 76 years old. These ladies primarily gather every day, Monday through Thursday, and they take part in ceramics, arts and crafts. They do some philanthropic stuff. They knit baby bonnets for the hospitals, and they do lap blankets for the nursing home. Every year they present, this year they presented 147 gifts to one of the nursing homes here in town. So some of their function is to also give back to the community. Their budget is teeny tiny, and they're at the Black and Williams Center. The senior intern program, that's one of Chuck's favorite things, I think. We won last year the award for the Enterprise Cities Award, and it came with $1,000 of hard-earned cash for the program. This is ready to go into our 28th, 29th year of the senior intern program. It will be again this June, and we'll serve 50 seniors, 50 and older, and help them to learn more about city government. The Commission for Citizens with Disabilities is another thing that our office supports pretty heavily. A big event that's coming up is the Celebration of Disability Expo. It's on April 26th at the Lexington Center. We had last year 72 vendors, 7 sponsors, and more than 400 consumers with disabilities coming in. It's a home and garden show for people with disabilities. This year our focus is on employment, and so we're having an employer seminar where we're inviting employers, big and small, business owners, HR professionals, to come and learn about this pool of employees who happen to have a disability and are eager and willing to work. So we've got a really magnificent lineup. We might ask for some support from council in helping to make invitations to business owners. That event's on April 26th. Here are the assets, and this is one of the things our commissioner asked us to do. And so here in Fayette County, we know that there are more than 45,000 seniors 60 years and older, and this is according to the census data 2010. But by 2050, 20% of our population is going to be 60 and older, and we're already seeing that growth on a regular basis at the senior center. Of those, according to the census data, 8% of our seniors live alone. And I tell you, in my office, I get those calls of the seniors who have no supports, their family's not here, they may or may not have had family, or they're deceased. They're here living alone, surviving alone, and may make $694 a month. So that's our most vulnerable of populations. And then, of course, our seniors are the persons who vote the most. And that, again, is from the census data. So here are some successes. And, gosh, we only had three minutes to present this, and I couldn't even begin. But we have started gathering new applicants. And I asked my print desk staff just to gather. So in 36 days, we have had 81 new seniors register to participate at the Senior Center. If you've been to the Senior Center, one day last week on a Thursday, we had more than 200 seniors in the building. I've got to tell you, one of the challenges is I have four full-time staff for 200 seniors that have a lot of needs. So on an average day, there's the breakdown, and I'm not going to insult you by reading that, but we have a lot of different activities going on. the current average age of the seniors that do aerobics is probably 72. Our instructor is 86, and he teaches six hours, and he packs that place in. There's barely enough room really to do full range of motion in the room that we have. One of the things that we're faced with is probably going to be turning people away, because when there are 55 seniors in that room trying to do aerobics, it gets a little tight. If you've ever been to a gym or a fitness facility and the classes are crowded and you can't get in, it's miserable. And the same would be true for our seniors. The history class is huge, and space is very limited in that. We have a billiards room, which is magnificent. There's two billiards tables, and the gentlemen in there tell me that their wife sentenced them to come to the senior center. So we have a wave of different persons coming in, and they're pretty competitive. We got a new fitness room. When one of our tenants moved out, we were able to move into some space, and the ad gave us some equipment. And it's magnificent. It's current. It's up to date. One of our challenges is the only way we can provide any safety, we had to buy a baby monitor so that we have a camera back there to watch in case there's an accident or anything that's happening back there. And so some of our other challenges, I fibbed, we have five full-time staff except one of them retired last week. So we really only have four full-time staff, and we're struggling. Because of our small staff, we're really not able to reach out into the community. So my office kind of supports those persons who really don't have anybody else. But quite frankly, we aren't able to hit the very most vulnerable of our population. And then when we need to do intensive case management, I was working a case for a good month helping a person. We condemned her house and we needed to help her with relocation. She was 92 years old and had nobody. And so that intensive case management is definitely a need as our senior population continues to grow into age. Again, I was talking about the space limitations, and that is readily upon us. The fire marshal will allow us 84 persons in the dining room, and we have 84 persons there on Tuesdays and Thursdays. And then, of course, the building in this is nothing new, is somewhat outdated and disrepair. We think we're getting a new roof, and that's pretty exciting, so we won't have buckets laying around. So that's what I have for senior services. Good morning. I'm Connie Godfrey with Adult and Tender Services. And today is my whole month's birthday for being here. in adult attendant services. So I hope I can do it. Thank you. Thank you. I hope I can do it due diligence because I have been working with Cheryl in many capacities with adult services. Okay. In adult services, we have counseling and advice on rights and responsibility for the tenants and landlords in Fayette County. Also, outside of Fayette County, we do get an influx of calls concerning those issues, but they have to be residents of Fayette County. Financial assistance for mortgages, rents, utilities, indigent burials, and landfill and sewer programs. Those are massive, and I'm going to get in a little more detail because my attempt here is to show you a picture of what we do. And the only way to put you in those seats that we sit in every day is to give you real-life case scenarios of what we do. The other program is our new program, the H2O program, in conjunction with Home Depot. That program will be able to provide the hot water heaters for the senior citizens on disability or those individuals in a certain income level. But they have to be homeowners. And I'd like to thank Mr. Stenet for approving the part that the plumbers have to be paid because this cost will be no cost to the senior citizen or those citizens that is needing this service. So I want to thank you for that. Just for paying the plumber's fee, that's all. It's a very little fee, like $40. That's all. So I see you're kind of having a heart attack over there. I hope you're okay. Are you good? Okay. All right. And there's sidewalk repairs and tree removals and sewer hookups. There are so many things that we do. But let me break this down to who we are. there are so many community resources for clients, rent, utilities, again, and medication and for food. Okay, we are those social workers at the time of Hurricane, when Hurricane Katrina happened, that we worked nights and weekends to help with the influx of those individuals that came to Fayette County to help them with relocation, medication, food. Counseling is what they needed. so many things that they had to come up before us to help them become independent from such a horrendous hurricane that they have gone through in their city. Also, we are representative for the payee program. That is a brand-new program that started in December. We have about 13 individuals on that program. And let me explain about the payee program. It is not just paying an individual's phone bill, electric bill. It is intensive case management. You have to follow those individuals to help them with budgeting, any problems they may encounter, to be that person's advocate if they're having a problem with their landlord and so forth. So the case management is intensive. And also you have to say when they think they have a million dollars in that account, no, we only have this amount of money, so this is what you need to do with that money. Case in point, and the need is very large for this representative payee program. Social Security is asking us to come in to assist with this, but because of lack of staffing at this point, we're not able to do that. We're able to take about five more in March or May of this year, and no more, because of staffing and limited budgeting. Also, there's a tenant-landlord mediation. Again, like I said, if there's any other problems with the landlord, we are their advocate for that. Also, we have funding for the EFA program, and there's a lack of that funding. Let me give you a case in point on that. Last week, and this was only a week ago, we had an individual that came into our office. She was very weak, very jaundiced, was not able to even walk to the chair without giving out a breath. This lady did not have a substance abuse problem, but she needs a liver transplant. And when I say those words, most people think, oh, she might have been using drugs and so forth. But this lady was not. The etiology is not known to why she contracted this disease. She's on the liver transplant at UK. But because she could not work at a local church, she was dismissed. So there's rent, there's water, there's other food that she needs, the basic needs that you and I all have. She could not pay that. She came to us. We were able to help with the rent. we were able to get with the other partner agencies to help, and we also helped with the water with the funds that we need. But a lot of our fundings are going away with the grant that we have, which is a record rehousing program. That will be ending very soon, so we need to still pull more resources to help these individuals like this. Another program, this is a grant program, Newtown Pike. That's where I came from. with the Newtown Pack Extension Program. That program is an awesome program because we're running a road through the middle of downtown Lexington, and we're displacing those homeowners, which are our citizens. So those individuals need intensive case management. There's a history of poverty that's in that area, and those also are a lot of successes in that area. One of the successes is Mr. Demas that's here today. He said I can mention him. That because of adult intended services, we're able to put a social worker down there, to able to work with all the citizens down there. And Mr. Demas has taken advantage of our program in that he was able to send his children to a nice college. and able to, last year, his daughter on a basketball scholarship went to Hawaii. So those are wonderful things that is going on. We would love to continue that mode of delivery of services for all of our citizens. So I just wanted to kind of give you a picture of what we do. We have Black and Williams also on Georgetown Street. And like Christy said, it was Elder Crafters, I think, that is in that facility. There's the NCAACP. There's the Black Church Coalition. You know, many services that we have in that building, legal aid, and we house all that for that community. But, again, our challenges are staff and having the appropriate staff to accommodate all of our services. And one thing, if you look on the printout, that it has 55 families provided for rent and assistance. That is an era. That is over 250 families in 2001. That is just in a segment of housing assistance that we've done. So that's my spiel. Thank you. I'm Joanna Rhodes. I'm the Director of Family Services, also known as the Family Care Center. And it's a big day today at the Family Care Center, and the three-year-olds have prepared valentines for you all. So with some assistance, we're going to send those around. Thank you, Christy. The Family Care Center has been in existence since 1989, and although our services have changed somewhat over the years, our mission really has not, and it's remained the most important part of our mission is up there, which is self-sufficient parents, strong families, and successful children. Also, you'll see a model here. That is our first attempt to put our major programs into a model. So just to help you understand the interaction among our programs and what our clients can be participating in simultaneously. I'd like to start with the center, which is our parent education program. This is the program that a lot of people associate with the Family Care Center. In some ways, it's the heart of the Family Care Center. It's our on-site high school and GED program for teen mothers. That program, we operate with a huge partnership with Fayette County Public Schools, who provides all the teachers and resources for that program. That program is fed by case management, which you'll see up at the top. All of our parent education students receive case management services, and essentially what those services do for our students is help them to eliminate or deal with barriers to completing their high school diploma or GED successfully. The rest of case management, case management is primarily supported by federal grant monies called New Chance. We get that money through the state, the Cabinet for Health and Families, to provide case management services that are required for people who receive KTAP, which is associated with TANF. I'm not sure how much you all know about this. Temporary Assistance for Needy Families. So there are a number of requirements that people on KTAP have to complete. And so case managers are there to assist those recipients with completing the necessary things that they have to do in order to receive the benefit and eventually move off of TANF, which is, again, self-sufficient families and what we're trying to work towards. On the bottom right, you'll see we have a child care program. It is preschool-age children only, and that supports the parent education program because almost all of the students who come to work on high school diplomas or GEDs have a child in our child care program. It's the biggest program that we have. It's the most fun part of the tour, if you ever come out to the Family Care Center. and we do operate that in association also with Fayette County Public Schools who provides an early start program on site. And it truly is a child care program. We operate from 6.30 in the morning until 5.30 in the afternoon. Lots of cute little kids. HANS program, last but not least, is our home visitation program. It is also grant funded. That is a program for first-time parents. and it's funded by Medicaid and tobacco settlement money. That is a program that could also be working with other people at the family care center. So it is possible that we would have a student in the parent education program who is receiving all of these services at one time, and we do have those right now. But these programs also serve other people in the community. One of the biggest assets that we have in terms of what we provide to the community is about the uniqueness of addressing a population that is at great risk of dropping out of school. The first statistic up there will tell you, and you already know this, that teen mothers are much less likely to complete high school diploma or GED compared to their peers. Fayette County Schools considers us as a dropout prevention program, at least our parent education, and so that is the unique service that we provide to this community. In addition, probably our greatest asset is our staff. We have a number of very dedicated staff who have been there for a very long time. Right now we have 48 staff. 17 of those have been with the center for over 15 years. Eleven of them have been there for over 20, and four were there when the doors opened in 1989. And this is important because it's an enormous investment in our mission and the reason that we exist. And I look to those staff to really be leaders in continuing the values of our division. Another asset is, if you know anything about the Family Care Center's beginnings, you know that we were built on a very strong and unique model of collaboration, And we continue that today, although that has been scaled down some over the years in size. But we do have people we really rely on in the community. Entities like Fayette County Public Schools is a huge one. DCBS is another big collaborator. And the list goes on and on with people who are coming in our doors providing some kind of service. Very important. Here are some of our successes. Our true successes really are in our client stories, and that's not something I can put on a slide. But the successes that we're the best at tracking over the years are in terms of our graduates, our successful completions from the parent education program. And I'm pleased to say that this has even changed since we made this slide because we had somebody graduate last week. So we are constantly graduating high school students, especially since they are coming in at all different levels. They are finishing at different points in time over the course of the school year. We also continue, even though our staff have decreased over the years, we continue to serve quite a few cases, quite a few numbers, which I've outlined below. Each of these programs really has its own set of successes. Too much to really go into, but you might be aware that HANDS is a statewide program, and they track outcomes and successes, and there are an enormous number of successes associated with HANDS. Families who complete HANDS interventions have fewer incidences of child maltreatment. They have better outcomes with pregnancy and early childhood. The parents understand more about child development. The list goes on and on. Child care as well. It's a highly accredited child care program. The staff are very, very proud of the quality of services that they deliver in the child care program. We're NAEYC accredited, and we also have a four-star rating in Kentucky. Parent education successes, you can see those up there, are in terms of their graduates. And case management is extremely successful in that they produce very high compliance rates with the K-type recipients in the Kentucky Works Program. Just last month they had 75% compliance, whereas statewide it generally tends to be a little over 50%. So it speaks to the hard work of those folks in case management. Okay, challenges. By far our biggest challenge is people. We're social services, and it takes people to deliver those services. So we've lost a number of positions over the years. I haven't seen that. I've only been around since July. but we have lost some positions that have created some more difficulty in delivering services. They've decreased the number of clients that we can serve. I do believe it's impacted morale in a negative way. And another comment about that, it looks like some of the first positions to go when the budget's tightened up a couple years ago were positions like support staff and positions like, for example, I had a full-time manager that was cut to a part-time position. So it wasn't necessarily affecting the front line, so to speak, but it affected the positions that were key to supporting the front line and making sure that our processes continued to move efficiently and operate efficiently. Transportation is a big challenge for us. I didn't mention this earlier, but we provide all of the transportation for our students to get to school every day, and they're bringing their kids with them. And we have not been able to fill these positions for bus drivers. That's been a real challenge. We've had vacancies since before I started in July of last year, and that's an ongoing problem for us. and finally again staffing decrease has also contributed to doing a little bit less on our end to be visible in the community and provide a lot of information about our services I suspect that there are a number of families out there who could utilize our services but they're not aware of them family care center staff have sort of retreated as they've lost positions and they're kind of scrambling to deal with day to day crises versus thinking long-term and being able to get out there and do the kind of work that we need to do to be visible. Okay, ending on a more positive note, I am pleased to say that we're doing some things to move forward. And the first thing on there is performance improvement, and that I see as my job is to kind of recommit to a culture in the division of performance improvement, and that feeds these other things. We have set some pretty lofty goals. We've been very ambitious about completing those goals before the end of this fiscal year, and those goals relate to the next three things on this list. We have certainly tightened up the way that we manage our money with an increased emphasis on looking at revenue and ways that we can manage that revenue better. For example, in the child care program, we're transitioning to an automated system of ledgers for our child care client accounts. That should be in place by the end of this month. Again, that's difficult because there is no support staff in my child care program. As my biggest program, I have no support staff. So it's the manager and me who are doing that. Networking and marketing, we are beginning to get out there a little bit more. I just had our parent education and case management staff speak to Fayette County Schools, social workers, and counselors just about our services and how to make referrals. We need to do a lot more of that in the coming months. And finally, Commissioner Mills and I are in the very, very beginning stages of talking about reestablishing a volunteer board for our center. You might know that we had a volunteer board for most of the years of the Family Care Center's existence. It was dissolved in, I believe, 2008 or 2009. time. Consensus is that that board brought enormous number of resources to our center and we're really missing that. And we could really use that in these tight budget times. So that would be a longer term goal. And I just want to end by saying the best way to really understand our center is to come and visit. You'll have an opportunity and an invitation to do that in May. We're going to be hosting an open house for the community. But if you don't want to wait until May, please call me and come over and we can talk more about the program so I can give you a tour. You can see some of these cute little kids. Thank you. Good morning. I'm Stephanie Hong with Division of Youth Services. We do not have the cute little ones at three years, so we have the teenagers. Today I'm just going to talk about three major programs because under youth services, we have so many different programs, and so I'm just going to hit the three highlights. And the first is the date treatment program. And next, yes. We are the only date treatment program that is not under school system in the state of Kentucky, and I think probably nationally we are the only one. And the reason is our treatment component. All the kids receive individual counseling every week, and they get group counseling three, four times a week, and continuously keeping up the academic work. And we also have mentors coming from UK athletics, and sometimes those kids, it amazes them. They say, is that really that who and who particular person? And we say yes. At the same time, our kids do mentor to the special needs students at the Ashland Elementary School kids, and that's every Friday. And sometimes they could act really unruly during the day treatment center, but by the time they get to the Ashland to be a mentor, they are very well behaved. It's amazing to see the differences. The statistics for the last year, day treatment has over 110 kids, middle and high school kids, go through our program. And 29 of them have completed the program successfully. And most of them return back to their home school. That's our goal. If they could help them adjust to deal with academic and behavior and mental health issues, and the goal is for them to get back to their regular school. And 12 of our clients graduated from high school while attending day treatment center. Every May, we have a special graduation for those kids. Then the next program is our probation. And probation, they average 109 cases a month for the last year. And this is seven probation officers. and so they will have about twenty six of them on face one face one cases is the nasa severe pre-issue of the kids they need to to attend a life skills they need to do community services but in eighty three of them were faced two cases those are the kids that we need to meet with them weekly making sure they follow through with the court order and uh... so uh... we also on site we do the drug screening And last year we did 1,402 drug screening at our probation office. Besides monitoring those kids, another big piece is about home detention and curfew check. And we have 196 youth on home detention. And in addition, there's 102 kids on curfew check. Those 102 are not probation kits, but they were involved in the court system and the judge ordered for them to have certain curfew and for us to monitor and do the check. And probation officers oftentimes need to make calls after regular work hours at 9 or 10 or 11 to call to the family to check on the kids, making sure they are home at that time. In addition, in 2011, we have done this Jumaro civilian program, and they did 18 nights. Each night is about four hours, so that's 72 hours. They visited 288 homes. And I went last week with our staff with a police officer, and a gang police officer told me that this kind of a civilian check is the most effective way of making sure the kids follow through because of accountability there. And in addition, we have a suspension alternative program out of probation office. When the probation kids are, usually, oftentimes, they get suspended from school. When they are suspended, they are out on the street, they will get into further trouble. So our staff, we have downstairs in our common house building, and the students come over to do suspension alternative program. And over there, they could do a computer-based curriculum to keep up with their academic work. And we also conduct workshops for those kids and also have them do some community services. And those youth finishing about 166 hours of community services last year. Next is our youth and family services. And the biggest program they have is summer youth employment. I think most of you guys heard about it. And in the summertime when the kids are out, often times we want something that is constructive for them, not only to earn the money but also learn the job skills and have the mentor and learn about appropriate career paths. And last year we had 152 youth. They were hired for six weeks, 20 hours a week of the work. And for all those youth, they need to attend the orientation, they need to attend the job fair, failure and also weekly we have workshop for those kids to continue brushing up their skills and by the end ninety seven of the kids complete a program successfully and i think only no one was a fire did by the job site out of a hundred and fifty two uh... and at the end of the summer youth that they do go into the college if they because we want them to have a chance to see the job of the workplace at the same time We want to continue to aspire them to attend college, not just high school. Besides summer youth, our prevention and intervention, we have over 136 youth who have participated in two of the community centers, Gangsway and Ruby E. Bailey. And unfortunately, by January, we were needing to pull out of Ruby E. Bailey Center and because of the partner in the community did not follow through with the end of the bargain. And so at this time, we are still looking for a new location. And at the same time, the kids' service still continue. We're just transporting those kids over to Gangsway. Instead of totally stop the service, we continue our service. We do the homework help, workshops, and summer break, spring break camps. Another piece, I forgot to put it in a slide, I just realized, is our common house project. It's a substance abuse outpatient treatment program. That is after the new Medicare change, the rule, we are, that particular program is the only one outpatient program in Lexington. Anybody needing to go to the substance abuse treatment program, they need to go through our common house project to do the initial screening and the treatment. The strength, Joanna and I did not talk, but somehow we have the same piece about caring and dedicated staff. The teen population are not the most popular population. And those other kids, normal schools don't want them to be there. Those other kids, many of the parents just say, hey, you take it. I don't know what to do with it. And those other kids, they are on probation, and the judges are giving them the orders. So it takes really special people to be able to work with those kids. And that's the, even though it's very short of staff, but we do have very caring and dedicated staff. Another strength we have is because of the population we serve, safety is our top priority, not just about the facility but also in the proactive approach to managing crisis. All of our staff are trained with crisis management. They are able to take down the kids any time the kids act out, and we hope in our de-escalation they will not need to get down to that point. to that point. But a few times we do need to call the police and I just want to assure you guys it has been our top priority about safety of the kids and the staff. Number three is the nature of our services, especially under youth services, is prevention. And oftentimes people overlook the value of prevention. You wait until a shooting happens with a young adult involved. That's when you try to do something about it. But what we are doing is giving these kids opportunities and hope and teaching them the skills so they will not need to go down to the other path. That's our strength. Challenges. Just like Joanna, we have the transportation challenge. And yesterday our bus driver called in sick and it would take additional three social workers in three, four different vehicles to go pick up the student to come to school. And because we don't have a sub that we could call and say, oh, we need a sub. And basically everybody scrambled to do that, and the transportation is a big issue. Second challenging I have is day treatment center need a program administrator. At this time, for the last three years, we do not have a program administrator. This is the program that is collaborated with DJJ in the state level and CACSEC, the State Department of Education, and Fayette County Public Schools and us. We receive monitors from the federal for the Title I monitor visit. We have state DJJ monitor. We have school monitor. We have all of this entity looking over the program, and yet this program itself do not have a program administrator. And it makes our job extremely challenging. And that's all I have. Thank you. Thank you. Commissioner, do you want to come up and kind of do a cap on that? And we've got plenty of time, so. We had a couple other things on the agenda that weren't ready, so we've got more time than we thought we had. Yeah, I guess just to cap it, you know, you saw how the budget has decreased. And I think this is expert. They did a great job of telling you what they do, and it is pretty amazing. I had an occasion to meet with Council Member Kay one day, and we talked about driving a car on three tires. That was his analogy, and I would like to steal that one because that's exactly what we're doing. We're managing. We're treading water, and we're driving the car on three tires, but if someone's on family medical leave or a bus driver calls in sick, then we're on two tires. So we're scrambling and filling in. We have even had our division directors ride buses and answer telephones because we do what we need to do. I will say going forward, if budget cuts are required of our department, we can no longer give a little piece here and there because of the three-tire analogy. If we take budget cuts, we'll be eliminating services in the Department of Social Services. And I'll just tell you that we'll have to choose which one of those we can give up. But we are now at that point so that if we need to cut further, we will probably shut down a program because we just can't everybody give a little bit anymore. We're just going to have to choose which program it is we would have to sacrifice. And it really is that bad. And we're managing. We just are going to have a tough time taking any more cuts budgetarily. I guess that's a gloomy cap, but I do want to let you know this is a very capable, trained, wonderful department. We have in-house training. Christy has gotten us certified to do our own social work training. We save money that way. Professional development is very important to us as well. Even though we're small, if you're going to do treatment with kids, if you're going to do substance abuse intervention, if Christy's got to know what the latest things are in Medicaid-managed care for her seniors, it's across the board. Those things change in the work that we do. So we have to invest in training and personal development of the people we have. So it's a great department that does a whole lot, and I'm very proud of the Department of Social Services. Thank you. Councilman Lawless? Thank you, Chair Myers. I have two questions. One has to do with the grant funding decreasing $3.3 million in FY10. and it says reflective of economy and decreased capacity to apply for grant funding. Can you talk about your decreased capacity to apply for grant funding? It's having the people to actually work with grants, to write grants, you know, and get those things done. And we work hand-in-glove with the, I think it's called the Grants and Special Projects Office now. Also, part of it is the nature of federal government. Adult Services had a housing grant, which helped. It was through the stimulus money, and it was three years only, to help those people who lost their jobs help with rent and utilities. The problem is, when we got that grant, we decreased our own emergency financial assistance funds. So now when that goes away, there's going to be less net dollars to help people who are in a financial crisis. Terry Farragher, who was not a part of today's presentation, regularly writes grants for domestic violence. And she does those not only for programs that are funded through our department, but also for the police department. She's a part-time person. I mean, she's a 20-hour employee, and as her work grows on these grants, she has less time to write them. So part of it's what's available federally. Part of it's having the staff either in our department, and I think they're also stretched in grants and special projects is having people to help us. So when we find something that becomes available, there's one on the table right now, which I'm not at liberty to talk about. We bring in community people, and we all sit down together and say, should urban county government apply for this? Should you all should apply for this? And who can be the primary person? Because you know, I think, Council Member Lawless, it takes a good 40 to 60 hours work just to get a grant in shape to even get it sent out. Well, I guess it really concerns me that even if half of that was just because there are federal grants that are no longer available, that because we don't have somebody to write the grants, we have one and a half plus million dollars left on the table. That's something this government might want to look at. And it doesn't have to be in our shop if there were people in the... Well, and I don't think it's unique to social services. I mean, I've heard from other divisions, you know, we couldn't apply for the grant because we didn't have the money up front for the match. Or, you know, we couldn't prove that. So I think that is something that we really need to look at. And two of the programs in family services are completely grant-funded. The HANDS program takes no general fund dollars. The New Chance program takes no general fund. And the other question I had just quickly was how was Ashland Elementary picked as the mentoring program? I think at the time our staff has a relationship with the social worker of Ashland. Ashland, so our staff work with them because you can't just put our kids in any regular schools. And also not every regular school will want to open their arm to have day treatment kids to be their mentor. So there's a special arrangement and very mutually understanding of each other. And there were only 15 of the kids that do mentoring. So that's another way of incentive for the kids. You want to be a mentor, you've got to keep up with your academic work, you've got to be half, then you could be a mentor Friday. So it's the day treatment kids that are the mentors to Ashland Elementary is in my district and actually about half a block from my house. And it used to be, it was one of the first failing schools, and now is one of the really strong schools. So I just wondered how you picked them. It's a great program, and I think it's a great incentive and esteemed booster for the day treatment kids to be a mentor. Absolutely. Just like I think one time the kid first time on the way there and he said, Ms. Berman, how could I be a mentor? I don't make A's in my English or math. You know, they worry about they are not good enough to be a mentor. And which, you know, again, it's a special A population at elementary school, that one particular classroom that our kids have long-term relationship with. and also in-house, it's an incentive for our kids to want to work well in order to be a mentor. I think it's great. Thank you very much. Thank you. Thank you. Councilman McCord. Thank you, Mr. Chair. You know, as you're talking, first off, let me compliment you on how creative you are and how you do work on three wheels. And, you know, the demographics show that, hey, we've got an aging population. nationally as well as locally. And so what happens when 77 million baby boomers all of a sudden start moving into senior services and who don't necessarily want to do the same types of things as traditional seniors are doing right now? And how do we do it in a fashion where we keep folks active and healthy and those types of things? We have a sedentary city, or we've been pegged as a sedentary city. How do we take a smaller pot federally and a growing population of people who need these services? I mean, you all have painted a very good picture of, hey, these are the challenges that you're seeing, and we've got this small amount of money. And I keep coming back, Chairman, to conversations we had a year ago where it just baffles me to no end that when we have organizations in this community who say, we want to help, we want to identify new monies, we want to put this together, and we have organizations in this community who say, no, no, no, we're writing all the grants we need, we're exhausting everything, and you're hearing, no, you're not. You can't. You don't have enough. Our people are stretched way too thin. So I think that it would be very wise for this community and this government to lead that discussion again to say who can help us, who can help us, and how can they help us do what we're doing. Because, you know, frankly, anybody that's ever worked with social services or worked on a nonprofit board understands just how frayed and frazzled you all are. And I get it. I get it. What I don't get is the territorialism and the this is my area and we're going to do our thing over here and trust us, we're doing everything we can. I don't buy that. I'll just tell you right now, I don't buy it. And I don't know what it's going to take to get some of those people to realize that certain members of this council understand what all that really means and what's being said there. But this council member, for the last ten and a half months that I sit on this council, will do everything in my power to break every one of those walls down and get some of these folks in this community to realize there is more money out there, but you're just going to have to share a little bit more, and you're going to have to lose a little bit of the control that you've got. And these folks right here need the help because those stats are real, and that's what's coming. I mean, it's what's on us, but it's what's coming. And if we don't realize that, then shame on us. So I will commit the last ten and a half months of this councilman's term on this council to doing everything I can to break every wall down to get every type of money into this place to do what we need to do. Thank you, Mr. Chair. Thank you, Councilman. Does anybody else have any questions? Councilman's tenant? Thank you, Chair. Commissioner, I want to go back to one of your slides about the budget past. Can we put that back up and how your budget has decreased? I want the one with the numbers. Yes, ma'am, because in our packet it's blurred out. Next one, I think. Next one, yeah, right there. I just want to make sure I understand the decreases because you can put a lot of numbers on a chart, but I want to make sure the implications of what we're really looking at. On the commissioner line, that seems to have stayed steady, maybe $10,000 less since 2008. So what does that line include? Senior Citizen Center is in the commissioner's budget. Okay, that's what I was saying. Senior services, partners for use in the commissioner's budget, domestic violence prevention, multicultural services. So it's not all administration. We have some services that are rolled up into the commissioner's office. Yeah. Okay. That's what I was getting to. Can you email us a list of those services and the cost? I will. That's rolled up in there? Certainly. And then under family services, is that part of that day treatment center that we turned over to the Fayette County Schools? No. What happened there in 2009 is we closed the health clinic. We ran our own health clinic. That health clinic was rolled over to the U.K. Med Center. And so they operate the clinic now. They do pay a rental fund. So we were paying out two funds, the Family Services and the Health Services Fund? I'm trying to figure out where you are. FCC Health Services. The Family Services. Went from 5.5 down to 2.3 now. Because I guess in 2008 it must have also included the Health Services Fund. Do we know that, Craig? It did. Until 2009 it was separated out. So there's the big hit there. And then we have decreased, like Director Rhodes was telling you. We lost staff. We also lost new chance funding of $71,000 last year. We lost a position and a grant. So those funds have decreased over the year. We've lost staffing. And so we can't serve as many kids or moms. So the million dollars or two lost from 2009 to 2012, where does that come out of? That wasn't the day treatment center? No, no. Day treatment would be rolled into youth services, and that's the next line down. Right. So what made up that million dollars? And the other one we're missing is the mayor's training center. That was a big hit in the graphic. I would like you all to know that, you know, I'm not advocating that, you know, we lost the mayor's training center and we need to redo the mayor's training center. But all of the funds, all the general services funds that were in the Mayor's Training Center were sent to the Chamber of Commerce as a partner agency. And we probably could do with someone who did some employment services for low-income people as a part of social services, and we've lost that capacity. Well, here's what I'm trying to get to, Commissioner. I'm trying to figure out how critical is that million dollars you've lost, say, in family services, and where do we make that up? I mean, what does that consist of? Is it personnel? Now, is it because as we work on this budget, you know, looking at it, if I'm a lay person, I come in here and look at 08, 11 million now at 6.7. It's like we drastically cut. And that's not really true. To some extent it is. But 100% it's not true to say that. Some of that is grant dollars. Right. And some of it's the money we shifted to UK and things like that. So I'm trying to get to the bottom line. If we want to add $100,000, a million back to your budget, where do we get our bank for our buck? What one of those categories do we come back in this community and say, that's where we want to put the money? And you don't have to answer it today, but that's what I'm trying to get to. So where did we lose in the community over the last five years, and where can we gain back? Where's the critical need at? It's personnel, and some positions were vacant, and we abolished them. It wasn't like we laid people off. We did lay off five people, well, six counting one to a grant last year. But it's not just those layoffs. as positions, we lost them to attrition and the government was saving money. Those positions were abolished. So most of it is staffing because most of what we do is staff. You know, I know we talk about personnel being top heavy, but we don't make widgets. We don't build things. What type of staff? When you say staff, admin or social workers or both? I'm talking about frontline staff is the most critical loss. And in family services, they really need someone to do administrative work for them because if you're getting in child care dollars, you know, and you have to make sure that the parents pay, you have to make it hit the bottom line. We did an internal audit to see what was going on. We were doing paper ledgers. We just didn't have time to get people up to date. So, you know, administrative staff are real important, bus drivers and child care aides. Child care, we can have more kids in day treatment if we have paraeducators, which are cheap, you know. But we can have 15 kids in a classroom with paraeducators. These kids are court ordered. We can only have 10 with a teacher. So you get a lot of bang for your buck with low, you know, front-line staff. We're talking about basic staff. We need more than anything. Yeah, and as you showed the graphic how our economy and recession, and now is the time we have our most need in our community, that's where I want to see in the budget this upcoming year from your group. When we start talking about this through our links process, we're the most bang for our buck. If we can find an extra $100,000, $200,000, where can we really impact our community? Because that's what this is really all about. And I would like to take the point to mention one thing. Emergency financial assistance. We help rent and utility for people who are medically unable or lost their job for no reason to their own. We're the number one place, adult and tenant services, where people in Lexington come. That budget used to be in excess of $300,000. As we got grants, we reduced that budget because we got federal money. That budget is now down to $120,000. We would like to put in for $200,000 this year. And if it takes moving money from partner agency fund over to adult and tenant services, it's real critical to this community. So I think that's the basic one, especially with unemployment as high as it is. We're keeping people from being homeless. Okay. And then also, under the adult and tenant services, since we ended on that, the 2011 review, there was 55 families provided rent assistance. Only seven. And that's for the whole year? No. No, no. But that was only $2,500. And that is just $250. Okay. Can you give us those other numbers on there, on those four bullet points that are up there? Are those correct? 49 families received relocation? Yes, those are correct. So for the whole year, only 55 families got assisted? No, she said that 55 is wrong. Yeah, she said $2,000. Yeah, I thought you said that. She said $2,000. Is it $400 a month that we help people with for up to three months? If you can give us some of those other stats, too, to see really what kind of impact we're having. You don't have to do it now. You can email them to campus. Yeah, if you can update us. That way we can understand where we're impacting people. And the last thing I will give a plug is for our Senior Citizen Center. You know, that's one thing this community really needs. and we talk about Rupp Arena, we talk about all these fancy things, but when you talk about a senior citizen center, and the biggest part of our population is going to be aging and needing those services over the next 10 years, that's where we're missing the boat in this community. If we don't make that a priority, and I know the task force is working on it, but in the next two years I'm glad to see our CAO here. If we don't secure a spot or a plan, we're way behind the times. We're already behind, but we're going to be in critical need by then. And this to hear that 84 people, dining room, and we're at capacity, and that's it? 84 seniors? Here's the other problem. That's ridiculous. We deserve better. We do. So I just want to put a plug in that. My time's running out. I don't want to overstep my time here. But I will say, Commissioner, too, I credit to all your people here. Every time we have a call into our office and needing assistance, you all have been very, very helpful to the people when they actually make contact with you. So thank you for that. I mean, that means a lot that you follow through and follow through with those people and provide that assistance. So it means a lot to me. Thank you all. I just want to answer Stanton's question. For example, under DYS, we used to have 13 social workers. Now we are down to nine social workers, and that's in two different locations. So that makes it difficult. Thank you. Councilman Crosby? Thank you. Will you please tell the children thank you for these beautiful Valentines? They're really cute and sweet, and we appreciate it. Maybe the cutest one I get all day, too. Thanks. Thank you. Councilman O'Beeb? Thank you, Chair. Commissioner, last year when we were doing the links, going through the links process, we had some discussion about the Senior Citizen Center and the needs and requirements. And, you know, there was some discussion that maybe we need satellite senior citizen centers rather than one central one. And I just wondered what your thoughts were about that, and if you've gone and kicked tires at all about areas where you think these may go. I think we've got to do some front-end work first so that when the time comes, we can move pretty quickly. The population there continues to grow and grow and grow. And being one of those, I'm quite familiar with that. Thank you. And I'm going to let Christy Stamwell answer most of those questions. I would like to say one thing that I see on the horizon. we lost the adult daycare center at the senior center. And I envision people dropping seniors at the senior center, families, and going to work. And used to when we had frail elders, we didn't have the staff to help them, but we could send them to adult day. And as the population ages, I can see that being a big problem for us. And I'll let Christy talk a little bit about what we're doing with senior centers. I think that Vice Mayor Gordon is putting together a task force. And what she's constantly saying and what we're all open to is we may not just need one new center. We may need pockets of centers throughout the city. But I think what the plan is is really kind of to do like the Rupp Arena and to get a lot of stakeholders together and to have these discussions and to look at some model cities throughout the state that have a high population of seniors and really decide what is going to be best for us. What we know is what we have isn't enough. and if we can make some repairs to it, it could be salvaged and put another one somewhere else in the city, or it could be that we have additional staff to provide services throughout. But I think one of the big draws is that the senior center serves persons of every socioeconomic group, and they play nicely together, and persons who don't have a lot of assets come and people who have a ton of assets come and are engaged and are social, and we regularly hear that without the center they wouldn't have a place to come, they wouldn't get a nutritious meal, and they wouldn't have somebody checking on them and knowing their name. And so it's kind of like cheers. It becomes a little dull just walking the mall floors. Right, right, exactly. Or stuck home alone and not coming. Oh, heavens, yes. And that's probably the biggest factor that we're seeing. They could come down here and take my job. We'll tell them that, and they will. So I think that the ideas we are gathering, I mean, I have a file this thick on the new senior center, whatever the center is going to look like, whatever the community is going to look like, and we really haven't pinned ourselves, but everybody's thinking and has ideas, but you're right, we need to be very thoughtful in the process so that when the money becomes available, whether it's through private donations or public-private funds or however it comes, that were ready to go and that were not caught unprepared. There's 46 acres down the street. It seems like they could carve something out of that. And for that matter, we're wanting people to come and utilize that whole area and bring their families and such. and it would be kind of a starter for getting people to focus into that area if that ever happens. We do like that area. We love that area. And we like the idea of entertaining multigenerational usage because the Parks Department needs, and we need, and they're all the same people just at various stages in their lives. And so certainly that's something that we'll be looking at too. and we hope that we would have some support. Okay, thank you all very much. Thank you, Chair. Thank you, and I want to thank Councilman Beard for coming today. He's not on the committee, but he's going to chair the social services link for the budget process, and I really appreciate the fact that he would take the time to come down today and hear this presentation and get involved in that early on. So thank you very much for that. I have a few questions. I'm going to try to be brief. One real quick, thank you for the Valentines. We much appreciate that. Secondly, Commissioner, you said that you had a retirement this week, I think, and I forgot which program it was from. Yes, we lost a long-time administrative specialist senior out at the Senior Citizen Center. And since we only have five, we hope to get temporary office help until we can hire somebody. My question was going to be, are you able to advertise for that position immediately and go ahead and fill it, or is there a hold on that? I think it was in the paper Sunday. I will say this about human resources. They understand our plight. We have the Talent Acquisition Review Committee. Every time we have been to them, we've had our positions approved. Excellent. So we all understood that we're weak. Okay. A couple of things. On two different programs, we talked about transportation, family care center and also day treatment center. And I know that there's been ongoing discussions the last several years with Fayette County Public Schools. For those who don't know, I believe it's about 80 percent reimbursement. The state can reimburse Fayette County Public Schools for transporting kids to and from these two programs. The state cannot legally reimburse the city for doing the same service. We've got to find a way, particularly with the new superintendent, to get Fayette County Public Schools to understand that and work out some type of a plan to make that happen. And I know that's going to be hard, and I know that you're doing a fantastic job trying. But they've got to understand that that's their responsibility, and they need to take it on. Because there's 80% reimbursement that can go to them. We'd be more than happy to pay that 20%. That would free up 80% of that cost for you guys to hire more staff and do the things that you need to do. So we need to put pressure on them to come to the table. We appreciate helping that. We're hearing now it's the timing of routes, but we're working towards it. And we did get fit. County schools are paying for all the meals now, and we used to bear those costs ourselves. That happened this year. That's excellent. So I want to thank them for that. The second thing I would ask is, when you talk about revenue, it seems like there's two different programs that if you increase your census, you bring in revenue. One of the Family Care Center and one of the Day Treatment Center. can you guys put some numbers together for us that will tell us if you bring in x number of staff it will bring in x number of people for your census and how that will balance out so that we can show the council and administration that if you do A it gets us B and it's budget neutral so that we can go ahead and make that happen as well of how staff would bring in revenue yes Sure. And then what am I missing? You guys are doing a fantastic job. I agree with what Councilmembers, both Stenet and McCord, said. I do have to go back to this. Last year we fought for several months and had a big, long discussion. It's basically all this committee dealt with for months on how to bring more money to the table. The commissioner is doing an excellent job of leveraging. There's agencies out there in the community. Mr. Birch is here from Community Action, and they do an excellent job of leveraging. It's still – we still have the need. We still have the shortfall. We still have all these needs, and the pie is not getting bigger, and we see the pies continuing to shrink. And so I do think that we need to have this conversation again in light of your presentation, in light of where we may end up with this budget and come back and look at this a second time and see if we can figure out a way to bring new dollars to the table that aren't there. All your staff are shaking their head yes. Where were you six months ago? But now I think we see the gravity of the problem, and you guys have put a team together now. They're starting to look comprehensively at things after you've been here for a year, and you see where the holes are to be plugged. I think that we can take a second look at this and all work together to make something happen. But Commissioner, I appreciate you. You're doing a fantastic job. You've got an excellent team there with you. You guys are all doing a fantastic job. I had a couple other questions, but I'm not seeing what they are in my notes. So I will not belabor things. and are there any other programs that if we increase census we bring in more revenue besides day treatment and family care center? One I had a question about was the suspension alternative program. Will that do the same if we, or is that something where the court ordered and we really depend on the court to put people in? We really do not bring in the revenue. It's a prevention, keep the kids from getting into further trouble. Okay. But in the process of doing that, do we save some money if they go into that program rather than be incarcerated or anything like that? Yes, absolutely. That's, yes, yes. And also that alternative SAAP program, it's federally funded with our JPEG money. Okay. Really even now our general fund. But yes, definitely would bring in more revenue. Okay, which brings me to one of the things I forgot. Commissioner, you talked about not having the staff to work with our grant writers. Can you get with, you know, the other part of this committee is community development. Can you maybe get with the director and see if there's a way that you guys can maybe bring something forward to us in the budget process? I don't want to get ahead of the council link, but. And maybe that person belongs in their shop, not ours. I mean, we are collaborators, but it would be nice to have a person who is assigned to search and write grants, you know, and maybe that's more appropriate in their department, but it would be helpful to us and to other folks in government. Sure. Short staff, too. Right, right. Wherever they land is fine, but if you can maybe work together and help us put together some numbers around that, that help us make sense of that as well. The last thing I'll say is professional development. I wrote down when you were talking. When we're working with people, we have to invest in our people because what they're really doing is pouring into other people's lives. And if our people aren't where they need to be, then they really can't do that effectively and efficiently and in a way that really helps move things along. So if you could also put together a plan, again, I don't want to get ahead of the council link, but what you might need. I know you guys are continuing to be accredited and different things, but if you could put together a plan for what you might need in terms of professional development, that would be a help also. The last thing I'll say is going back to the Senior Citizen Center. I think that if we're going to do Rupp Arena, and I know that's a big if maybe, but if we're going to do that, I think that we need to tie the Senior Citizen Center to that. If we're going to spend $300 million on that, we need to spend $345 million and get both of them done. But what I'd like to see in the community conversations is every time people talk about Rupp Arena, we talk about the Senior Citizen Center. And it's just that simple. Every time one comes up, the other one needs to come up. Chrissy says okay. Okay. That works too. But they've got a big microphone on talking about Rupp Arena. Every time I turn the news on, it seems like it's on there. We need to get this into the news. and surely we can pack this house with seniors when it comes time. When it comes time. Right. And I'd say that we can pack Frankfurt with some seniors as well. When the governor was on the news last night talking about trying to make this thing work with state dollars, tax dollars, like you said, seniors vote more than the other segment of the population that we have. So I look forward to that conversation and riding that bus up to Frankfurt as well. Thank you again, Commissioner, directors. applaud you for this. We'll ask you to come back periodically and give us updates. And any time you have something you want to share, I know a commissioner talked to me before about using this committee as an opportunity to showcase some of the great work that they're doing. We'd be more than happy to do that as well. Are there any other comments, questions from the committee? Looking at items in committee, page 36. I guess we didn't get the Section 108. The Section 108 wasn't ready for this meeting, so we'll try to come back with that for the next meeting. And then looking at the list on the back here, we'll just continue down this list if that's okay with the committee. Okay, do we have a motion? Second. Any motion and second any discussion? All those in favor say aye. That passes. Thank you very much. Thank you. Thank you. There were the nights Oh, didn't you know Someday I'll have to forget them As soon as my heart starts breaking And days of pain As soon as forever is through I'll be over you