2026-10-05 - Finance & Personnel Committee

>> And I Alderwoman Marina Demetria of its chairwoman of the committee joined by the vice chair person, all the person, Peter Front goalless. You Alderman Scott Spiker here Alderwoman Charlotte Moore

is here to to step out for a second and looks like all the ruling cause will be joining us shortly. Virtues virtual today. Okay. It is a great there. She is still industry. Excellent. Last of

filibustering. He's good afternoon and yet another one cars with us. Virtually wonderful. So that provides us a qorum to begin. What will be day 3 technically of our budget. For anyone who's counting?

I know I am. And that is item number one to 6. Oh, oh, '01, communication from the mayor relating to the proposed 2027 fudge. Us a couple of announcements. Will you come on up? Come on up. Welcome.

First of all, we do need to say congratulations to our Milwaukee Brewers because that was so exciting. So we just need one more win and 9 wins to win the World Series. Right? Anybody and talk to my

most, you know, yeah, 9 would do it. Okay. So very important that we monitor that we need another 15 or so. >> Well that we got we got a break today. The yeah, 20 minute. You got it today, though. >>

But then tomorrow is the game versus the Padres. And you could hear that the plaza I saw. So that's cool. Couple other little pieces of business is we have this meeting today and then please,

everybody join us at 06:30PM tonight. Everyone is welcome in the People's House of City Hall. Please join us for our public hearing on the 2027 budget and then last but not least October, 17th 9.30,

to 11 at the Mitchell Street Library. Cakes want to keep God out there. So we'll be discussing 3 departments today. 3 areas, Deferred Compensation Employees, Retirement System and the health

department. I would really like to get started with the health department, the for 02:00PM of possible. So let's give that a try like to manifest it. Just like a manifest of that win yesterday and

with me, we went to court yesterday issue yet. We'll see what else happens. So with that deferred compensation, good afternoon to come on up. We'll first have a will give a warm welcome to our

legislative reference bureau, our comptroller and of course, our budget department led by budget director Nicole back. >> Good afternoon. Madam Chair Committee members to COVID director of the Budget

Management Division. We have deferred comp here and but that was Tyler. Tyler Herro will represent budgets lies in the turnover. Beth. >> Good afternoon, tie. Look out your budget management division

here today to present the 2027 proposed budget for deferred compensation. So I'm going to start off here with the but it's summery, as you could see overall no position or fte changes. And overall

there was a $36,000 increase. I'll go into the details of that from the following slides. It's also important to point out that the proposed 27 budget has been approved by the Deferred Compensation

Board. All right. So starting off a salaried positions. As I mentioned, there are no differences in Ft. Zur positions authorize this year. But there was a there is a 9% increase or 20 about $25,000

increase in salaries and wages. That's due with less risk. All of that was attached to the 26 adopted budget and then one position. One position that was impacted by the HR business Ops R-class that

just passed. Moving on to operating and equipment expenses. There are no changes in this. 27 proposed budget to the 26 adopted budget then moving on to special funds. So there is no changes in the

special funds. But the proposed out for the contingency fund this year is 75,000. And so no worries that amount is available during that budget year. If the full 75,000 is not needed, the unused

portion does not accumulate or roll over into the following new year and then moving on. Lastly to revenues, deferred compensation is entirely self funded through participan fees. So as you can see,

the amount changed on revenue matches what was also on the budget summary. So that increase of 6.6% for 36,000 and with that unless there's any questions, I'll now hand over the presentation to

executive director Beth, hundreds and clear. Thank you. >> Okay, yes, Alderman Burgos has a quick question for the budget office. So should that come to see? Not that he spent it doesn't roll over

where to go up. >> It's just a fun that it would go back to 0 and less. You approve the 75,000. We've just given allowance of 75,003 because it does it. So this is self-funded. It doesn't drop the tax

stabilization fund like other things. Where is it just stay in the fund them just yes. So it stays in the benefit fund. It doesn't we can't we appropriated for potholes or or anything else? I know. >>

All right. Thank you very much. Because I thought it was OK, I take it hard to get people to invest in it. >> I just I just wanted to be clear that it that it does not drop the tax. It was safe enough

and that it stays in the fund fund is wholly self supporting and self-sufficient and and kind of outside the city. But you are correct. Well, we do get asked those questions and it's good to work

through that. Thank you so much with that will go now to Beth Comrades in Cleary. Good afternoon. Good afternoon. Apologies to my voice is a little under the weather right now. So just to start, this

isn't our chart for our small but mighty Department. We have 3 individuals working in our department. We work closely with vendors. Maya and investment consultants doesn't managers but predominantly

this is who we have our as our city hall staff. And I always like to remind everybody it is a very important driver for our board to focus on what our mission statement is. So I I do include this

annual lease. Everybody has a reminder of what what it is that we're shooting for to facilitate and help city morgue. Employees say that it's adequate and appropriate, unable them to retire at the

desired time to retire with dignity and to enjoy sufficient income throughout retirement via this plan. So that is our ultimate goal that we try to always keep in mind. First and foremost, is there

some just the overview of our core services of what it is that we provide on a regular basis regularly. We are assisting plan participants with any inquiries and requests that though they may have we

serve as a conduit, a liaison between the record keeper and ensuring that they get their needs met. We educate participants specifically through financial wellness and planning topics. We work closely

with the city's the ER Healthy Rewards program and that way and later on, you'll see the fruits of our labor and how they've been recognized as a results. The excuse me, we have been minister of the

planet in accordance with the regulations that we have to maintain our deferred status for taxed favorable status and on a regular basis, we and analyze coordinate and implement legislative and

compliance updates as required by law. And this year we're east actually received a lot of that specifically with federal legislation. So I've come before you and a few different manners when we've

done some optional plan amendments. So I thank you for your support with that as well. And this isn't just an illustration of some of our updates for this year to once again, we compile and circulated

clear and comprehensive annual fee disclosure. So people are clear as to what it is to participate in plan and the fees which we're continually working on and keeping those as low as possible. We've

expanded our financial wellness component of the city. We're continually looking for ways to increase opportunities to confront of employees, meeting them where they're at their departments, providing

hybrid presentations online and a variety of ways it wouldn't meet the needs of our employees again. They've all been station of federal legislation and regulatory updates and the continued

implementation of the plan amendments. Excuse me, one of the things in particular has a blast. Last time I was here before you as the auto increase, which is going to be in effect, this coincides with

the opening moments. That's a big thing that we've been working on. And then lastly, I just wanted to point out we did receive 3 awards within the industry this year, one from last week when I was at

my trade industry conference, it was a really, really big deal. It was that night to our people President's award. It's the highest achievement recognition we could received. And it's only time we've

ever received the source. It's also the and there's only one word to get given. And that's a sad thing to wow. >> Its mission why there's a nationwide. Yeah, we beat out California plan was yes.

That's good. That's go Milwaukee. Yeah. >> As I do every year I come back to and it's just been a promise that you know that we've been benchmarking ever since we've done our significant is it just in

2026, which included the auto enrollment, which we still do on a regular basis. And so we do benchmark various things such as race, ethnicity, gender, solar court. I'll tease me and on. This is an

illustration of how we've kept those numbers up in terms of participation rate. This is an illustration specific to rescind gender, Siri, some of the city. And then this is an illustration of our

savings rates. We participation and savings rates are the 2 benchmarks that we look at in particular. Just a notice how we're doing in each of the categories that each of the demographics of the

measure. And our goal is to always try to get the savings rate up. Thought increase is going to be one of those tools that will help with ideally. We'll see how it goes after this first year. Here's

an overview of our small departments that are graphic. So and then also the demographics of our board. We have some ex officio member numbers. We also have some that are point it plus by the Common

Council president and the mayor, we have one that represents retirees as well. Here's a we are proud of words that we got. You can come visit our trophy to case in our office will see it. And this is

an illustration. This is actually one of the reasons why we did get this last big award was demonstrating the fact that we've been able to not only close the gap, but in addition to looking at our

participation and our our contribution numbers, we've done an overly the impact of those that are engaging in financial wellness initiatives. And when we look at that, we can demonstrate that there's

another overlay of increased activity and ways that we're able to impact various employee groups, their experience with the plan. So this was a big reason why I was over about 8 to 10 year period arc

that we were able to show the significance of our impact. And then there's another table that illustrates this. Well, it shows that side-by-side comparison of savings rates with those that are engaged

in financial wellness and those that are not same thing with participation rates. So you can see that it really does move the needle. And that is why we continue to focus on ways we can get in front

of a ploy ease and courage to cooperate with the financial wellness and healthy words rewards program. And then lastly, I did want to also say that as of the end of quarter 3, 9, 30, our fund is

currently at just below 1.5 billion dollars. We are currently at 91% participation, which is huge, especially because it was that in 1991% allow given that we don't have a match. And we currently have

10,199 purchased Inc. We didn't answer any questions. >> That's a good note. An that's a great one. Yeah. Congratulations. Any questions on deferred compensation. >> Madam Chair. Okay. Alderman more.

Just really quick. Thank you so much for that presentation with the auto increases their time period that folks can opt out or can they opt out at any time throughout the year? >> They have the 30 day

period to opt out initially. But then afterwards they can opt out at any point meaning they can bring it down and they can change their contribution level. Every pay period. They have an opportunity

to that. So it's not like they're locked and locked in an entire year. That's awesome. Ok? Thank you. >> And then I know that there was conversation about the void, a contract expiring. Can you give

us some insight as to where we are on that? >> Great question. Yes, we're currently going through an RFI process and we have 4 finalists. And at this point we just renewed our current where contracts

on a six-month basis to give us more time during the negotiations and the deliberation process. So a decision has not been made yet. We're currently getting some competitive bid. Some are considering

our options. It will likely be the next board meeting. We will bring back the results for the board to consider which is going to be enough. Thank you. Thank you. Thank you, Madam Chair. >> Okay.

We'll stand. That said. Thank you all. The more alderman's by Carney questions here for company. >> I guess just on the auto increases. That's kind of the biggest change. I know we had that

communications filed in July. But have you received any feedback from employees now that they hear that it's coming? I mean, I know this is meant to nudge people to where they're supposed to be. You

wanted to do it very gradually, such just one percent a year. So if you're at 3 right now, you won't be up to 7 for 4 more years. And then new employees would come in at 7. Is that right now? They

look at it 3, that so they're still going to come in at 3. And why was that felt to be appropriate for new place? >> 3 is our auto enrollment. They are to our default rate in general. So. >> But why

wouldn't for new place if you wanted everybody to get to 7 for new employees when they're coming in, why went to default? Be 7? And then with the conversation, you don't have to do 7 if you'd like to

roll it back to 3. >> Well, if we were to change the 3%, that would be a plan amendment, a master agreement amendment that would have to go through here because that's a set to find term. She couldn't

segment different policy for new employees versus that would have to be across the board. We have to work with you on that. I don't believe that that has been brought up or it's not about. It's an

interesting prospect. But I think the idea is just to help speed, especially hopefully as peoples time with the city and increase wages happens over time due to injury pace with the comes. >> Yeah,

I'm thinking and for years, most like you're 90% participation right now. So most people are not opting out of the 3, 4, years. There's going to be a whole lot of city in place there sitting at 7. But

then the new crop will always be coming in lower I-4 1%. So that just seemed strange. >> It would start at 3. But then after 4 years to 7 didn't make any changes. >> Yeah, no, I understand it's just I

him for years. You'll have the vast majority of city and play sitting at 7 probably and then. But the new place coming in will be 4% lower. So it seemed like it that well, maybe that's a conversation

that at that point is you're most if you find out there's a lot of traction here and most are sitting at 7, then maybe it's time to discuss whether you want to make an amendment that would a new

employees at that rate as well. >> It definitely will be analyzing the stats closely to see how this turns out. And we'll definitely be bringing that before. You see. You can. >> Continue those

discussions if you like, OK, thank you. Thanks for the work you. >> All undergoes anything for different. Come at you. And I just wanted to point out 100% in a residency for all employees. Thank you

for that. >> No, it was a no show you where the U.S. office 66% were not. And if I was looking at the wrong one, that's okay. All right. I think was from my statement that the U.S. any other draws

enthusiasm, but you have a small, very small apartment. Any other questions or comments on deferred comp. We have a chairs, Alderwoman Cox. >> I remember when we first decided to do the opt-out

policy, one of the stated goals was to good morning ploys interested, particularly females singing employees of color because they were the least likely to an update on their I think move I I

supported being at the 3 because for those who may have questions or may not have initially wanted to do it, I think starting with the lowest percentage gets more employees to at least try and

hopefully become convinced him because there is the option of increasing. The person is getting plenty of people who want to that option is always there. But I think a new deal with employees of which

I was one who might not initially be really interested in it, I think starting with a lower percentage to get their feet wet makes a lot of things. I think it makes sense on cars. Didn't think it

makes things as we gradually increases went. Thank you. I think there's been any good. >> All right. Thank you. Chairwoman Alderwoman more than a prior record up here. Yeah, really, really quick.

There's one question that I wanted to ask about the financial wellness program. How has that been trending cause? I know that there's we're looking to increase the amount for the wellness program, but

for healthy rewards. How is that trending? The participation that that was actually question from LR be that I was asked. I don't I didn't. We have the specific stats of my fingertips. And every time

we look at the numbers, we have to sort through the fact that people can multiply participation multiple, they get up to. I think it's 8 presentations they can to. So when we look at the numbers, we

have to distill it down to. >> The fact that some people show up multiple times since it's a bit tedious. So but this is something that I did say I would come back and we did see a dip if we're

looking at the different years and the number of participations, we did see a death, obviously during COVID because we do a lot of things online and then we start to do more in person. And then most

recently, the last couple years we've been very engaged, our local boy of representatives. They showed up at the health, the health assessments. And that's been an opportunity to get in front of

spouses as well. And just encourage people. What we try to do at that point is just to book an appointment. So that's been really good. We've been trying to meet fire police for their we do their

annual trainings. And a big thing there that we're trying to do is work on making sure their beneficiaries are up to Tate. So there's there's different ways we're trying to get in front of them in

general. But also every time we are we encourage them, you know, book an appointment to end because that's how we measure the financial honest. So I will get back to what those trending numbers, but I

still have them at this point. No problem. And really quick God last question. >> New employees have a one-year probationary period. Are the new employees opted into the system audit for the 3%? Are

they in automatically or do they do we wait until their probation is up for them to opt in or for them to have that option? We do not wait for the probation. We do it right away. Perfect. Thank you.

Thanks, Madam Chair. >> Thank you. Yeah, I really like the holistic approach. And combining like physical wellness with financial, the same spot is symbolic that even really meaningful people pay

pretty big bucks privately for like those financial consultations. So it being a trusted source is just so powerful. It such a great resource to greet. And yeah, we've also matched up with Nurse Mary

when she goes to various sites located throughout the units. It's not just a city hall campus, but all over the city. And that's been really well received because it's kind of like us, you know, 2 for

one. Yeah, for sure. Thank you. And congratulations. Any other questions. I want to recognize all the Roman Larissa Taylor for being on the board. Great to have you here again. We love having

colleagues hear anything else on the deferred compensation. Thank you. Have a wonderful day will move on to a better retirement system. Yeah. Thank you. Great job of it. >> Thank you. And keep the

good vibes flowing. Keep the good vibes from so they don't. All right. Okay. Employer and employees retirement system on other that they're in the hallway. Patrick O'Leary coming in on the COVID Act.

Budget Management division director, a new felt sorry that we got some new faces to. So when the time is right on the people introduce else. Yeah. I think we'll have what Brian go through. The slides

really of 3 slides. They have a few. Patrick and Larry will introduce themselves. Okay. Good afternoon where you good. Great. Thank you. How are you that that second ready? Go burst. Yeah, actually.

>> Ryan Drenner Budget Management Division present in the 2020 some proposed budget for the employee retirement System is a Section B of our budget. 27 proposed budget includes 273.4 million dollars.

That is an increase of 12.2 million. Our biggest expenses, our contribution to the city of Milwaukee's pension system. That's a 197.0. 7 million dollars. 3.8 million dollar increase over 2026. We also

have 16.5 million dollars schedule for the Wisconsin recall retirement System which is for employees hired post 1/1/2024. As part of that 12, the administration costs or 26 million and Social Security

is 27.8 million. Our revenues are as such. The local sales taxes 159.4 million. That is approximately 73% of our sales tax which is 218 million and 218.2 million in 2027. 84.7 million. A property tax

for total again of 273.4 million. My final thoughts live. Excuse me. It's just the current projected employer contributions up 2027 is a 197.7 where it has been an increase in 2028 206.5 before those

numbers start to come down. There are these numbers are evaluated annually by our actuary and they're better equipped to talk about the projections and I am. So with that, I'll turn it over to

Director Clint. Okay. >> Thank you. We've met before we have the reason look familiar. It's because I'm disabled and the city. Okay. Yeah. I was like, okay. I'm the executive director. Patrick Leahy

gave it the more I just get a little closer. This really bringing up there we go. But prior to this, I was in the city attorney's office for about 10 years. So yeah, it's like, yeah, yeah. Up to this.

My primary client was the rest. Alright, to cause role, which is obviously 1, 1, here. But I want to say Madam Chair and committee members, thank you very much for having us. I will introduce a few

additional people at least through. So we have Larry Langer of Kavanaugh, McDonald, who is the plans actuary and joining us in the chairs behind me are also the chief investment officer, David Silver

and Deck the excuse me, Deputy Director Dan. Go Palin. Okay. Nice. Welcome, everybody. And hello again to welcome and congratulations on your position out. Thank you very much. Very having me here.

Okay. Well, we are keeping this, you know, as efficient as possible. So now do it because I see you have your presentation. Is that in the filer? Yeah, that's is it the 4 cases that we do the hard

copies, OK? Well, we have a little under 10 minutes for this presentation if you'd like to begin. Sure. Yeah. Consistent with the chairwoman letter, we're going to keep our initial comments very

brief. I'm just gonna fly through the first initial slide to talk about some of our this current service levels and a little bit about our recent investment experience. And then I'll turn it over to

you. Mr. Linger for some additional comments jumping right in the eye and tell me if I'm too far away from the microphone. But the first line of summary information, we're going to talk a little more

detail about each of these numbers. But this slide represents just sort of a role of our key metrics that will be talking about today. So if we go to the next slide, so this slide is what I'm used to

talk about. The current service levels. So as the committee knows at 12 closed to rest, a new members on December 31st. 2023. So it's been about 2 and a half years since the plan has been closed to

new membership. And the 2 lines that you see on this graph in the dark blue is are active. Members of those are employees who who are still working for the city of Milwaukee who are enrolled in the

arrests. And then the light blue line is a retiree population. And so from our high water mark of about 30,000 members, which we had shortly after the closure of the plan were down to about 20,000

members. So about a 6% decrease over the last 2 and a half years, which puts us roughly at the same size as we were in about 2018 or 2019. The important thing to know, though, is is that you'll see

the orange line is the delineation of at 12. The light blue line shows that our retiree population is actually increasing rather than decreasing. And Larry has a slide on this a little bit later. But

over the next 25 years, the total benefit payments that we will pay out. An annual basis will continue to increase this year were expected for the first time ever to pay out more than 500 million

dollars in benefits. So about 501 million dollars in total benefits this year. And that number will keep increasing till around the year 2050 when the benefit payroll will be about 700 Million. So the

key takeaway from this slide is that from an administrative perspective, even though the plan's been close for about 2 and a half years, we're still very much in high gear compared to where we were

before the plant's closure. Moving on to the next slide. So this I'll just cover this very briefly. This slide shows the geographic location of where benefits are paid. We like to include this slide

just to show that even once you know, a dollar leaves, our funding goes into a pocket of one of our retirees is still a substantial positive impact on the Milwaukee community. So as you can see, 42%

of the benefits that we pay out end up in the pocket within the city of Milwaukee and almost 3 quarters of the benefits we pay out remain in the Milwaukee metro area. So they've done studies on this.

How many times those dollars get respond before they leave the local market and it varies between 2 and 7 times. So even when a dollar leaves the pension system, it's still doing good work in the

community. And we're very happy about the numbers on the slide. I'll just do the next 2 sides. Very briefly, just talking about a recent investment experience as the committee nose at 12 set or

assumed rate of return at 6.8%, which is lower than what it was prior to act. 12 last year are amazing. Investment team was able to achieve almost double that assumed rate. 12.8 8% return in 2025.

which on a dollar basis translates into 756 million dollars in investment earnings for the year. So really an outstanding result. Long-term, our investment team has been incredibly successful as well.

You'll see on the bottom right hand of that chart. Our 10 year average rate of return is around 9%. So clearly meeting and exceeding those return expectations that we need to meet in order to keep the

fun, healthy and ordered and and in order to keep the city's contribution stable, the I threw that you can go to the ago. Iran, thank you. The investment returns are extremely important because they

represent almost 3 quarters of the plans revenue. So obviously if if we have a bad investment year and has a an impact on the city's contribution, the next slide is the last we'll talk to and I

apologize. I'm speaking quickly, but I want to make sure that we leave plenty of time for questions. This chart gives the committee a snapshot really of the plan's financial situation over the last 20

years. And as you can see, the the importance of our investment returns or really shown here. So we've paid out 6.9 billion dollars in benefits over the last 20 years. We've taken in contributions

from our members and employers like the city of Milwaukee of 2.4 billion. But we've had an investment gain of 6.4 billion dollars. So you can see that even though the amount of benefits that we're

paying out is increasing. So is the fund's size and that's to to really the success of our investment team. So that's the last comment. I have turn it over to Larry for his comments. And I'm, of

course, happy to take any questions. >> Good afternoon, Larry. Thank you for the afternoon. Outside aid every year, only do the valuation that our role is as acts for them to consumers is performing

their job or your son and that what the contributions of the funds aren't comment on the funding progress. And so we've put together comments, pass results, current and future results. This is like a

summary from the astro's reporting of what's going on the plane with her sweep of the bullets from the presentation and take it to the fridge. We have everything you need to know about. The planet

funded ratios has gone down significantly over the past 20 years was primarily due to increasing the discount rate. That's the first comment there. Her results. We had better expected. Mark, a return

of a salary increases are a little bit bigger than expected. So the contributions we're a little bit where they were mixed with depend upon which employer and a future plan will get fully funded over

the course of time. We put projections and they're outside 9. We have all had a history of benefit payments over the past him for years and that the paintings have increased over the course of time by

21.7%. And they're like, well, that's a lot, right? Well, and so he's on the bench or in to SUP 8 summit. That's pretty much in line with what what we anticipate that. But the payments time to grow in

a close friend will see that in this point, it's going to continue to grow for some time site and the history of employer contributions since 2006 and just some a commentary sitting on top of that we

presented this last year, effectively. You know, the contributions have increased as the discount rate, the assumed rate of return that we use for determining contribution rates decline 11. We have a

reconciliation. This is this is a new we have a reconciliation of contributions from year-over-year and attributed to what elements causes. So we use small print both the top. We have a prior

contributions. The top row, right? And so you can see like 2023, we had the employer contribution. The city contributions are 131 million dollars and that the end of the year is 175 million dollars in

the primaries. Increased was at 12 reducing the discount rate. We do that for each of the columns over the sense 1, 1, 2023 contributions and that the end you get a sense as to what's the overall

impact of these broad categories when you work your way down. A couple of things that strikes me is, you know, best for the experience. Everyone said was the markets right? Investments for its

actually declined the contribution and grew over the course of time at 12 was largest impact of all the money. It was about two-thirds of the increase from the contributions made during 2023 calendar

year. 2027 city contributions are higher than expected here we have a chart inside 12 of last year's contributions. We include the agencies as well. Here you can ignore that. Top 4 rows are the

general police fire and the sub total and last year's contribution 193.9 million. We're expecting it to go up and the primaries or expect to go up is because we're still reflecting the impact of the

2022 markets which were bad everywhere, less than expected, right? As reflected the contributions and take cop. The actual contribution was a little bit fire about $300,000 higher for Joe Burrow's or

but for police and fire is higher and that's primarily due to higher than expected salary increases. All right. On slide 13, we just talk about future results or projections. We do projections what

the are results that matter. And that was as of the valuation as always, we know their final going based upon the actual data. But it's nice to see some of these projections of other elements for

planning purposes slide 14. We have benefits projected benefits coming from Seamers in the plant closed, right? You're like one. Is this going to stop? It doesn't. And the benefits are going to P**

Wee project in 2050 and they're going to continue probably into close to the next millennium. That's or the right next century, the next century novel idea of what it would be a while. So many of you

know, they're around for the PBS number that was long tell it closed in 1947. And a widespread effort was paid out of that. Like in 2018, this will have a longer tail because people are living longer.

We're getting there 15 future returns. We've had the show, the impact of future returns on contributions. Your focus on the on the left for the city. And you can see when you squint that, you know,

the contribution is currently 196 million dollars in that blue. That to align the middle. We're projecting to go up to 207 million next year. As we reflect the last piece of the 2022 returns. It could

go down. If we get a better expect to return, it could go up further of returns. Donachie the 6.8%. But I got to be very clear. We saw the couple page's ago. It's just not returns. A lot of other

things going with curly cause the results to be different. So this is just one element of it that we show that's the end of my prepared comments. >> Ok, those a lot of ground, a lot of money in a lot

of people. Thank you very much for your work. Thank you. Well, this time will go to committee members in than any other others that are here. We are due to start on the right side here. Are you ready

for that? All member gas? 31 pass. I was born ready for my gosh. That energy. All right. I remember going for a return last year. 16.2 1%. That was amazing. >> That trial when a cold front is a really

small print. Okay. Yeah. A little while you were just testing and yeah, great. Great, great return last year. What do you attribute that to and what? Where are we on pace for right now? >> Yeah, you

know, it was a it was a good market here. Generally this year last year referring to this year's been a bit of a bumpy ride. We are currently up. I have our numbers. As of Friday. Our current rate of

return is about 5.5%. But we're only partway through the so that's not alarming. The current fund value is about 6.5, 8 billion. So we're still increasing year-over-year in terms of our assets. And,

you know, we are on track to meet our 6.8 assumed rate of return this year. However, you know, I have to give the caution that you hear essentially every investment like manager commercial that, you

know, past performance is not an indicator of future returns. So we're optimistic that we're going to hit our target of 6.8% this year. We're currently hovering at about 5.5%. Okay. Appreciate that.

>> A number of vacancies in the Department, 10 authorized positions are vacant. 3 more people are getting ready to retire. Is there a need to have those positions continue to be authorize or be able

to trim some positions? Yes, so the 10 is a is a bit misleading. So 8 of our authorized positions are bored, stipend positions. So those are only when we have a a trustee on the board that isn't a

current city employee. They earn a small stipend for their participation on the board. So we really have 51 truce after position Ys and of those positions. We have 5 vacancies, as you indicated, were

planning to fill 3 of them. The other 2, we are not currently planning to fill as I started out with our work flows are still near peak volume, but we expect them to gradually decline over time. You

know, the easiest example is Ann Rollins. We do have a little bit saying we're so no one's doing that work flow anymore. So that's dropped off. And we've been able to reallocate that free time

elsewhere. But other than that, essentially enrollments, still the administrative leave, the symbol in a similar place to where we were before the plan close. What we are planning to do is that next

year we're going to have what's called an experience study, which keeps Larry busier than usual and essentially will give us a better projection into the future of when people are going to retire.

And, you know, we can sort of a break out year by year anticipation, Ys of what our work flows are going to be. Once we have that information, we're going to be putting together a strategic staffing

plan that takes into account. The reduction of those were closed. And at that time we would determine which staff we can, which staff positions we can eliminate, probably through attrition. But we

really do want to wait until we have the most accurate data before we make those decisions. You expect to have that the experience study is fall where you're from. Yeah, so fall of next year. And then

after that, we would be developing our long-term staffing plan. Would you be able to have that ready for for next year's budget adopted and with those staff recommendations? I I mean, if the rates

right now you have it. Your salary budget is increasing $465,000. 8.6 1%. That's higher than your rate of return for the year. Yeah. So and some of that is General city employees increases. Yes, I the

coast and that the bulk of this. But you you have 5 vacancies to that. You don't plan on filling those be absorbed in this year's budget if you don't have no intention of filling. So these positions

are not on the levee. So savings in this area I don't think would create space. And if you guys want to talk that a little bit. >> Yeah, this is I mean, it's it's a different mechanism, but it's

similar to different composite on section of the budgeted. The fund pays for its own place, but the but any. But the performance of the fund affects the fund balance. You were in charge against of

U.S. employees. They have more money there is in the fund. That's true. And if we have them on paper and don't fill them or eliminate them entirely doesn't change. That would right. If we have them on

paper, we don't fill them. There's there's no cost to the fund and it doesn't affect the fund balance. >> And so the reason I would the reason it's my plan to wait until after we get that experience

study is because we don't know what the mix of staff will look like at that time. So I'm I'm reluctant to eliminate a position right now only to find out later, actually, that position would have been

a value add versus another position that we're going to get rid of. So we would just like to carry those those 2 vacant positions for another year, potentially 2, depending on how long it takes us to

develop the staffing plan after the experience study. But eventually we will be reducing staff. >> Will the public park in that and wait for the 2030 budget, I guess for 2029 budget. All right. You

currently are housed in a city building on. You're not known. >> If you lease your space, we rent right across the street at 7.89 north water. Have you been up to the 8th floor? We have a very nice

office. We at T as a former city attorney employee unfamiliar with the come to the hall and I sort of a drier than it used to be. And we have we had it informal conversation with the budget director

earlier this year in my predecessor, Jerry Allen had a annual. It's my understanding conversations with DPW about buildings that could how's the era staff. And it's my understanding at this point that

the 8th floor renovation is not anticipated anytime soon. Certainly if it was, we would we would consider the space. But Mason, almost half a million dollars a year in rent payments is a lot of money

chair. And if we we have an opportunity to save half a million dollars a year in the city's budget. That's something that the council's concerned about. Right. And again, that so the money that we pay

in rent is a trust expense. It's not directly on the levee, but you can charge you right here at City Hall to ensure that we can anyone can charge us rent. And like I said, we'd be happy to anticipate

where we'd be happy to consider any options that are put in front of us. And we have a couple years to do that. It looks like you're leases expire in 2030. 31, what is that? We have a list here for

for a private data location. Is that our data center for Harris? That is a are up. So we met up. It's a backup. Yeah. It's where it's actually run by the state of Wisconsin and we rent servers out of

that as an off-site location for emergency it but we can't get rid of that. Yeah. That is a critical component of our disaster responsible. But we still have $460,000 a year that we could potentially

we appropriate the so yes in general, the 79 water is 330,000 in rent. We have a secondary office space that is also rented as part of our disaster recovery plan. That's a much smaller expensive. We

have 3.87 for Water Street and then 74,000 fir park place. That sounds right and on about how many employees do you have a park place? So park place is a disaster recovery sites as part of the

industry. Best practice. We not only house off-site servers, but we have an off-site office location that we can use in the event that there's some sort of disaster or cyber attack or first film in

the blank disaster that prevents us from using our primary office spaces. We need to have a secondary location where we can perform the core functions, our organization and then thank you for all of

that. Here is the discount rate that we have to you that you have to use accurate. Is it fair? Is it where it needs to be? >> So at 12, so that needs to be no higher than what it was time to retire.

Misses some shoes back when we did the current study in 2022, we determine based upon the investments, the investment policy and the allocation of assets, the board adopted 7 and a half percent

probably still be around. That range had to act out 12 not come along is 6.20%, a reasonable number. Yeah. And our shores standards of practice, you could actually put in a provision for adverse

experience. So, you know, it's a question, could it be are likely? But they can't because back 12? >> I have a couple to do so. >> The 6.8 discount rate is very close to the national average. I think

the national average for public pension plans right now is around 6.9%. So we're not drastically off. Where are your plans are in terms of their discount rates as Mr. Langer said at 12 locked us in so

we don't have any flexibility to change it. But we do have what we do have flexibility over is our investment makes. So because we have a lower rate of return of 6.8% versus 7 and a half percent. What

we've done is we have a working with our partners developed and investment glide path that will essentially do we risk our portfolio while still allowing us to hit that expected rate of return. And so

what that will do for employers like the city is that that should give employers smoother contribution ride because they'll be less volatility in the portfolio. But we also might be missing out on

some great returns. Sure. When you to rescue the risk goes both ways. There's upside risk and downside risks. You make a little less when the market is up. You lose a little less one when it's down.

But overall the the and actuarial basis. And it's a smoother ride for the city with the ERs like to not have that prescription from 12. >> We're putting together our our legislative booklet are

lobbying packet. Yeah. For the next legislative term and medicine, is this something that the city should be lobbying up? >> Yeah, I mean, I think that's something that certainly be happy to have

further conversations about. That's definitely something I would want to consult. We have the governing board of trustees, obviously that IReport, too. So that's something I would certainly want to

discuss with them. But if that's something the city is considering not be happy to have further conversations about my own experience, having legislators dictate what financial experts have to do is

the worst kind of public policy. It doesn't matter if they're from Madison or Milwaukee. Thank you very much. Thank you matter. Thank you. Wonderful. >> Ok, let's go. We've got a lot and they're doing

it around. So next up is Alderman Scott Spiker. >> Thanks. So it sounds like you had a bunch of questions related to the closing of the ERs and how that would affect your staffing and administrative

stuff. It sounds like this study is what we're waiting for to get definitive answers there. So yes, we're just at that next year with respect to the technology, ICE other was an increase for. I think

it was computer hardware and software for 27 for like a million bucks or so. Is that just routine replacement or you upgrading it anything? Technology wise? How is how is your world changed at all?

Just because of the advanced technology and doesn't change because now you're just dealing with the systems closed and you're doing with no new people coming in. >> Yes, so to answer your question

directly for Sunday, S some additional comments, it's both the so we were replacing some infrastructure network, infrastructure that had reached the end of its use of a life. And any time you replace

technology, you tend to get an upgrade. Because technology has been a summertime. So the new technology we're putting into place is allowing us to upgrade our network, which should result in a better

reliability and increased security overall on the technology front. We are extremely lucky. And in talking with our appear plans just to our trade associations. We have the Bespoke Pension

administration program called merits that has been in place for about 20 years. And it bought it means all of our key functions. And so when we're approaching new technology, particularly I and trying

to look for what it can do for our organization, one of the sort of the most obvious targets that we would apply to are functions that are already automated in our organization. So we're always

looking out for a year and new technology, new tools that we can use to increase our efficiency. But we're frankly we've taken a unintentionally cautious approach because a lot of the AI technology

that is out there is open doesn't segregate your data. They're real security concerns about it. And so because a cyber attack is one of our biggest institutional risks. We're approaching it

cautiously. And we're just looking for the right use case. >> And this might be more for budget. But as the seamers employee contribution costs goes down over time, WRs changes opposite direction. Is

there a place where it used to be the whole story about our pension contribution was told by Seamers now we have WRs. Is there a place where that down is aggregated discussed during budget hearings

moving forward? >> Is there a place where we'd discussed WRs? Yeah. Just the combined city I think now would be the most appropriate time. Yeah, I try to get on it. The slide. It's the second line.

It's our employer pension contribution, high, thin WRs. >> And you can see it growing from 10.3 million, 2026 to 16.5 million in the proposed budget. And that's just going to continue to go up as we

head farther away from 1, 1, 2024. >> Yeah, Mister Enders. I was looking at your last pitch where you had fun slide for where you had that. So you want to actually? Yeah, that's a a a good note for

next year. All my change. The contention fund to slide based on the question you have. So I'll just continue to make improvements my presentation and the time. But yeah, that would be useful

information that for the future because that's the combined. >> I do want to say that projecting WRs. Yeah. Since it is so new. I mean, yeah, let's go farther. We get out to the like any projection. 5

years is not accurate. So maybe we can be accurate for your the next year and the year after that. But after that's gonna get a little from the noise in the data to slide on that, actually in the

appendix a okay? >> Because when we're making decisions moving ahead to it used to be just looked at seamers and you could kind of see where we're going now WRs especially becomes less able to predict

it becomes noise here. >> And they reset their rates every year so that we also have to kind of gas for that, right? Okay. So so that means there's a bigger part of a fairly substantial part of our

budget. That's a little bit more nebulous to project than it was when we're just one system United Coast, United Open. >> And if I may, this goes back to older member Dallas's comment that if our rate

is not just said it, 6.8%, it said you've got to address as rate. So if the WRs decides to change or discount rate that could have a material impact on contributions. >> Right. And how how radically

does the WRs rate change is that? >> Of the reason for 2027 as compared to 2026, they move the 0.5% point to 5%. So not massive swings. But coming up, pool of employees get bigger. The the swing will

increased threat. Ok? Thank you. >> Okay. A little more. Anything on your U.S.. Yes, thank you. I wanted to go back really quick to just around the question around technology church. How one with how

often are upgrades typically made? I assume you mean in terms of infrastructure Herrera for us. You know, I don't I don't have the. >> You know, the answers that off the top my head. It certainly be

happy to follow up with you and get you more details. I can tell you that the network redesign that specifically mentioned in the budget began in 2025. Will be concluding in 2027. So it is it has been

an extensive multi-year project. >> Got it. Thank you. And if you can talk a little bit with professional services, it looks like it's increased about 800 a little over 150,000. What are some of those

increases pertain to? >> Yeah, I mean, this this falls into what I would call a good problem to have. So the vast majority of those are investment for the increase is obviously, as we saw on, it's not

the out there anymore. But on the bar charts, as you see of our level of assets, increasing the fees that we pay on those assets, obviously go up because investment fees are normally tied to

performance and level of assets. They're also difficult to predict. You know, we don't know a year in advance what the markets are going to do and what are fund is going to do. Thank you. So what

you're seeing and they're the majority of it are anticipated increases in investment fees just to to the growth of the plan itself. And then there's some other line items and they're the experience.

Study is a a single expense. And then I believe the remainder of it is a custodial and they can services, but the vast majority of its investment fees. >> And then just the sort of arbitrary sort of

question because I think, you know, some of our employees, you know, they allow you all to do the work that you do. Is there anything that because, you know, and I love the data that you you all

shared? I think that if I was to go into a different field, I think it would be finance because, you know, it's quite fascinating. But knowing that some of this is so complex is there, how do you all

sort of educate, you know, our constituents us? How do you educate us about how this works so that folks understand it? >> Yes, so, you know, obviously for the budget hearing, we've laid out a lot of

information. Every one of the primary things we do is that every year every member gets a summary of our financial report, our financial reporting him. And so that is a single page document that shows

amount of benefit, paid benefits, paid total membership value of the plan contributions so breaks down. If you go back to the first slide, it's it doesn't look like this. But it's essentially that it

gives everybody a snapshot. We're also very engaged with our both are active and retired members. So multiple times a year we have retirement workshops where various staff members give presentations

and mostly about retirement, but also answer questions about the plan and then for retiree population were engaged as well. So, for example, tomorrow I'm going to meet with the Milwaukee retirees

association and bringing several staff members with me to answer any questions of the retirees have. So really it's we have those sort of recurring annual communications with our membership and then

in between we have seminars and engagement through like retiree associations and that sort of thing. >> Awesome. I would definitely love just a just a side note. And I gave the mayor has props about

this one when he did the video from the budget and like how the budget works. And I thought it was, I give us props. I was like, oh, my gosh, this is actually pretty cool. I would definitely love some

sort of just video. We have different sort of learners. You know, some folks that can read and take it all in. And then there's others that would love something a little bit more visual to be able to

sort of tell that story again, something to think about but would love to see something like that. Thank you. >> Thank you. That's a great idea. And more relation to that question. Are you looking for

video with a target audience would be council members of the public to understand how the air as and a B artist budgets interact with the city budget or did you mean how an individual employee could

look at their either seamers or WRs pensions that are combined with their deferred comp and heard? >> Glad you made that distinction. That makes that I think both. I think both would be completely

beneficial because, you know, when people look at these numbers, they're like, oh, my gosh, this is all you know, it's a lot of money, right? And, you know, as fees go up and things like that is just

to do some really sort of basic ways for us to just just learned. So it would something like that would be really cool. >> Sure. Yeah. And also just mention that we do have a website Seamers dot com

where individuals can access estimates about their benefits. Nice even their accounts. I'd encourage anyone here. Any member of the public is listening. Who has questions that they can search. We have

we put a lot of materials on there as well. Excellent. >> Thank you. Thank you. I want to actually add on that. I'm not sure if this has been resolved, but there seem like a little bit of a slight

disconnect now that we've had these departments back-to-back. >> With like when your getting your Voya consultation, it didn't feel like I'm in. This is like a proprietor thing that they could really

like. They didn't have the data. So then the individual had to go and like go to seamers, maybe figure it out. You know, when they're trying to there's a point there where they're like helping you

fill out the dollar and it's actually eliminating. Yeah, honestly in, you know, we all a little work to do, but it's very eye-opening. But I think there could be a little better synergy because it

felt to me that there was still like not that that information ready like we had to because it wasn't painting the right picture and then you could make educated decisions, right? So I'm not sure if

that's something you can work on with that. I could be under informed her that happens. >> But I just want to bring a tear tension. I think this committee has its finger on the pulse of whats

happening. So literally asked last week conversations with Beth about this very thing as well as our shared investment consultant, Callan. So that's something we're taking a look at coping to come up

with a solution for. >> Okay. That was just like anything but seem like a safe space to share it. So okay. Great. Yeah. We just want the best for when people make those decisions as we saw from your

economic impacts light it the results and great economic impact in the city, in the county in the state. We should share that slide with our good friends in the state of Wisconsin to just as they see

the economic activity that we're creating. We're getting close to concluding here. I do want to check in with other women cars. So when you Larry had mentioned a number of times that the kind of and

get a better way of saying an anticipated salary increases re specifically referring to like fire and police because we did authorize a pretty serious increase in a longer contract. >> Yeah, okay.

That was there. And yeah, it was last year's funding because if you look at the contract and we this we've discovered in prepping for the belt presentation. We get back in June even though there are

no increases and the contract during 2025, but they occur during Twenty-twenty right back. And then that it's about you wish to record data as of each January one. And it was higher than >> the

assumption went well, I was worried about that. And I brought that up. I wasn't able to support that contract at that time. I was in the minority, but I remember asking pretty strongly like, do we

have an actuarial analysis? So as we continue our labor discussions, which is also part of the responsibility of this committee and clearly has an impact on budget decisions, is that something that

you can continue to provide us with their labor relations staff? Because I want to know that going in eyes wide open and it was like alluded to. But I mean, I should be a formal analysis. That's part

of any discussion and decision in my opinion. >> Okay. Yeah. You certainly can develop a sense. Yeah. >> And I realize it's it's a prediction, as you said, but I just think that there's more impact

and we're feeling that no one thought that it wouldn't have an impact, but it seems slightly larger than maybe we had anticipated. And that's very concerning to me because it's pushing out other

programs that I know that I thought new funding. So, yeah, and I think I do want to just double tap the slide. I mean, this is so every year the valuation reports contains this information, but just

on an annual basis. So this is the first time the sort of inspired by the Bills. 5 year projection, our Chief investment Officer David Silver, took it on himself to aggregate the data over a five-year

period. And this was the result. So it really is eliminating to see how different factors go into effect, the contribution. What makes it go up? What makes it go down? This is something we plan to

track and present it, but that both to the board and to this committee moving forward. Any outstanding questions for employee retirement system. Alderwoman Cubs. Anybody on the board? >> No question,

okay. >> Madam Chair, one last round. You know questions even think you Alderwoman them will go to health department. The go ahead, Alderman Speicher. >> Just quickly, this kind of a broad question.

But we've had a number of salary increases over the years of recent years to kind of deal with vacancy issues and other issues, equity issues. And one possible effect is that folks, maybe you are

thinking about retirement are sticking around for 3 more years to get the maximum benefit for those increases. Is there any way to quantify the impact for us as policymakers when we are making

decisions about these increases and their size and breath about what the pension increase and others, you know, normal cost and things that are factored in when these are put forward before us. But is

there any way to quantify the impact of what these changes over the last say the last 5 years which have been catching up for what happens in Saxton with flatness of salaries. Is there any way to

quantify what that impact is on and in terms of the pension? >> Yeah. I mean, I'll take the first crack at it. I think the experience study will give us a lot of interesting data that will allow us to

analyze that causation is much harder to show then correlation, obviously. So, you know, you can draw conclusions from the data. I don't know if we'll be able to conclusively link the 2, but if we see

a huge uptick in people staying longer, that just happens to coincide with, you know, market studies and wage increases. I think there's a fair argument that there's there's obviously a correlation.

There might even be a causation there. But that's my non actuarial take on it where you want to. >> In mind, though, there were mind that we will take on it. So we're going to swat the demographic,

the spirits of see him back on people. Yeah, and splitting that between us hours, which tends to be the biggest component and all other, you know, when they retire and things of that nature from next

door, because it's it's it's an even I mean, we are heretics is on fire when when it's higher rightfully so. But there are several years for the last decade were we're intent was from that for the

contributions were lower because the contributions. So those hours for or 3rd thing with regard to people sticking around to get all the increases be a mixed bag, but waiting for the increase, the

pension benefits going to be higher but waiting, you know, the longer people that for retirement, it's a short amount of time you're paying their retirement benefit like the other is savings, OK? So.

>> Thank you so much. We're going to conclude unless there's any outstanding areas that we haven't gotten to a checking everybody any last questions concerns feedback can not seeing and hearing any so

with that, we'll say. Thank you very much. Everyone will day. Thank you. Thank you. Will see you very soon. And will now head on trial last department of the day. The Milwaukee Health Department

coming up. Please a survey doing doing good. >> To call. You know to us tomorrow, a traveler I have at home and for whatever works for you and the additional weekend. Yeah, yeah. Yeah. So it's OK,

we'll take a minute to get this pulled up. >> Otherwise you have any side. You have any additional handouts. Are we good with what we got? We got years in advance to the kid. We are kind of keeping it

that, you know, a little more saint presentation with that. The funding different words every day like at the service, right? Nick efficient, three-point quick again, everyone. There we go because it

allows us more time to ask questions. So are you ready? Hand ready? Great. Good afternoon. And come on up. We have Sarah. If you'd like to begin that we're ready for him. Good afternoon. Madam chair

and members of the fans up or is not pretty. Sarah has 4 in budget and fiscal policy manager for deal way here to present the proposed health department budget for 2027. So overall, the department is

only a 1.5, about one half percent from the 26 adopted budget. The 27 proposed budget. A lot of that comes from a lot of reductions in her. A few redactions in Nmf to ease its malls productions to the

operating budget, looking more specifically at those salaries and positions. So the reason that the positions have jumped up even though the FDA's went down, a lot of that is a there's a couple

reasons. So there was a lot of a new apprentice position of authority. Unfunded added to the department that said net increase and we think 8 or 9 positions and those are both youth apprentices and

adult apprentices. So those are unfunded but position authority was added several. The FTC's that were on funded in the budget. We left the position. Authorities should generally with the health

department give them a little more flexibility throughout the year. They end up being able to identify sources of funds for positions, gives them that ability to it's the kind of flexible. There's

also 3 positions that are planned to move from Deo that's pending final. It just like to effectuate that change. But moving the financial settlement funds its birthday, the intention of moving the

settlement funds from the Department of Administration to health. So that's 3 additional positions here as well. Some of the positions that were and funded in the budget. And there's a there was a

vacant position that was added for a program assistant to that positions eliminated here and a program assistant as well in consumer environmental health. So it's like one of 2 that position, fun

funded. I also in emergency response, there's a planning coordinator that isn't funded in this budget as well as a key positions in clinical services. There's also some positions that have kind of

shifted, you know, either in whole or in part from grants to the levee has a lot of funding. You know, both part of the data blessed with our been more with some of other COVID grants that were in the

mostly in the lab as well as the infrastructure public health infrastructure Grant makes pairing of Amber an operating expense, their operating equipment expenses on the operating side productions

here. There are a few major to get items that are planned to be. We've entered grants and there's also some just alignment actuals. This also represents a plan decrease on I some of the vaccinations

that were being observed by the city. So they're still but still be doing vaccinations. Just a reduction in the eye. The offer voluntary or proposed bills get into that a little more on their

department sides. And then the equipment here is a quick meant for the clinics moving stuff between inventory. So pallet, Jack heavy-duty carts and moving trucks, special funds and purpose accounts.

So the increase here that says facility maintenance costs and higher than the June. 26. Sorry. That should say 2025. Apologies in 2025. Ended up having a transfer. They went a little higher tracking

OK, so far. But those tend to be at that dispenses tend to come in at the end of the year. So we'll see how it goes. And 26, but that is sort of aligning to actual. Is there the only other change here

as in the beach water Quality in advisory program? This reduction is not because they're not going to be doing beach water, quality testing that those expenses can be absorbed by grams. So revenues

are anticipated to be lower in 27. And 26. There's a chance that might end up being not being true. It's just as there have been transitioning to a new electronic health record system enough in coming

to some challenges around revenue capture as they've been working to implement that system. So that's where the main driver behind the decrease here. And then just of I a reminder clarification so

that food inspections and non-food inspections, the majority of that revenue is books of the clerk. So this is just the kind of license component of that. But there's another about 2 million new 2 and

a half million. I think that shows up in the clerk revenue. I'm capital. I'm so overall of $50,000 decrease, I'm maintaining some of the facilities maintenance account here, mostly for the clinics and

that they're continuing to spend on last year's appropriation for led improvements. And then security access and control is the new account here. They transitioning the clinics to key cards and some

other access control issues that have been rising at the clinic says to make security upgrades for those facilities and then just budget by service table here. And this is that just really by division

to give an overview, I the department's light, also have some more information, that smart kind program based around the division of funds by service. But obviously the largest piece here on the kind

of operating in SP supported side is clinical overall, the largest section here would be the environmental health for there's a significant number of grants that support to be men work. And just to

also clarification, it says Grant budget that should take grant and settlement supported budget that's coming in here as well. And with that, I will hand the presentation off too. >> The commission.

Okay. Good afternoon and welcome. Feel free to introduce anyone that you'd like as well. >> Excellent. Thank everyone. And thank you chairwoman for organizing this. We appreciate the opportunity to

present our budget and what we're doing. I want to thank Sharon Aaron, who spent a lot of time getting this refined to the work that our department is to do. Just a reminder, this is our rich art and

how are currently structured. We break out between the mandated functions that are required either under state, local or federal and then on the right side is our strategic correct would be funded

priorities. So that includes things like heard lead abatement work in our immunizations and as well as a lot of her home visiting work. And, you know, following the direction of the chair around where

we linked and hyper link to all of the different reports that we have our committee health assessment. We just released a new community health assessment updating the health of the city. We did see a

slight improvement in life expectancy here in the cities that was good to see as well as a lot of other feedback from our community members. As we look to improve help for city or annual report,

highlighting a lot of the work that we've done over the last year that has carried into the new year as well. One of the biggest being are are projected completion of the 23 million dollars and a lead

arpa spending that we had not had previously. So really excited to to complete that as well as the actual data supplement that has all of the data tables and additional data reports for department.

And we have a little bit of data and subsequent slides. So really, this budget is probably the most straightforward that we've had since I've been commissioner. So this is my 4th budget. And there

really aren't substantive changes that are too large are due a program. We've got a couple questions about that and whether or not it was going away and it is not going away. Unfortunately, RFP

process just took a long time to get through. We ran into issues with insurance and the level of insurance that our contract ease that for vendors that we're going to work with are going to be

required to take as many of, you know, insurance. The city is always a kind of sticking point with our contracts. We had anticipated there would be some challenges last year when we came before you

guys on 14 became even more complicated. So we're still plan to issue that RFP. It's with her procurement right now and waiting on some feedback to post that for the FAQ and that eventual selection of

some vendors. As Sarah mentioned, the immunizations for the pro for the department are going to be a little different. Every year we invest over $400,000 to purchase private stock COVID and flu shots

roughly about 2000 plus shots that we're talking about such a substantial cost to the city to provide those vaccinations. If folks are presenting to our clinics that are underinsured or uninsured,

they can still get COVID and flu through our clinic. So that has not changed is just our reach to people that have insurance. They would not be able to get a free vaccination from us so they would be

going to the pharmacist or a primary care provider. And typically what we do with those 2000 as we distribute them out to various small clinics and groups like that. So it's a very small out and we've

had mixed up take on that different groups that have taken that those vaccines from the health. And so that's why we made the decision this year to give up the private stock since it is such a high

value item and continue to offer it through our the vaccines for adults and vaccines for children's programs. And, you know, obviously, you know, it's available through most pharmacies and primary

care providers. Urgent care clinics are even working with children's Wisconsin to find a path to provide flu vaccine, too. Parents that are accompanying or guardians that our company kiddos into their

clinic sent to the emergency room. So those that were kuz has remained a focal point for us. We're just not could be purchasing the private stock this year. And then as Sarah mentioned, there's quite

a few positions that were just listing is unfunded part of those. There's retirements and grants switches. So we're just making note of that. That's actually more than 16 positions, but that were on

funding or her giving out. But really 16 that we've really focused in on this key positions that we don't need for our next coming budget, as we've mentioned, were retained a hiring authority. So as

we get different grants are different. Sources of revenue, as we mentioned, or yea, charred implementation is still ongoing. But we anticipate having additional revenue coming from there and can

potentially use some of that funding for R positions next slide. And this is a breakdown. We've shown this a couple different ways over the years and apologize for the small text. But these are

different kind of service lines and branches in the specific programs within each of the branches and the darker color is city-funded a portion of the budget for each of those programs. And then the

lighter color green is the non city. So those will be grandson. As you can see, there's a wide variety of grant funding interwoven to our different services without throughout the department. And this

is both mandated and strategic services. And then looking at some of our key performance indicators that we call out for budget summary are a number of him says he has gone down based on that shift

with the private stock. Our volumes for STI clinic began to speak going up. They have been going up over the last couple of years, even despite having reduced hours or more pared back services is

testament really to the need of the community that we want to continue to meet. We continue to have a really a low normal number CC critical risk factor issues at the food establishments that that

we're expecting to see that number stay at one or lower. And then we look to increase our testing for kids. But the levels, obviously, we don't want to have that number reached to 1000. But we do want

to continue to to test as many children here in our city. So that number, you should keep around I 1000, but we hope and to our work, we want to see those numbers go down for the number of children

and then we similarly we can talk about it. If the question comes up, our maternal child Health Strategic plan that were completing right now, it's and final print design that will be releasing later

this month and certainly always sharing an embargoed copy with the council can advance of that release. We want to highlight that in for mortality here in Milwaukee is a key priority that we want to

focus on. So that's what's in our continues to be in our KP ICE. And then lastly, our demographics of our department. So with that, I'm happy to take. >> All the questions. Wonderful. Thank you so

much. And the guy actually came in under time. So that's fantastic. Thank you. So during 2, I will be starting on the left, but I have a few questions of my own. My left on the doula program. I'm a

little confused because that's unfortunate that took longer than you sought. So then how did people receive doula services and 26 in the old model? >> No. The those any referrals that we've been

taking or receiving, we connect folks to other community partners that do provide doula services. So those are those folks get those referrals back out to different services here in the city. >>

That's okay. Doesn't like it. When we were assured it will be assured community partners. That is correct. Last year when we created the fund to fund the do laws with there's S P is an SP. >> Yeah. It

was this kind of suspicious of the media not like that was about like I was nervous about I should use that word. I was worried about a transition. Yes, I was to a movie and unfortunately we're in

that situation. >> Where? >> It's just it's taken basically this entire year to get through the insurance requirements. I think at some point we were looking for a closed session to talk about the

level of risk at the city's attorney and their office were concerned about which really at at the time to me that conversation. So what was originally planned this time last year was to contract out

to individual providers in the community, with the funding from the city. And then what we're transitioning now, 2, because of the insurance issues is to contracting with vendors like groups of do

laws as opposed to like an individual based person. And there's some beagle risk components to that that have landed a stat that juncture. But our contract that we've structured 3rd, the rp that

structure that will be released soon will outline the size and the types of groups that we're trying to contract with. >> So are you referring in 2026? People to like PNC See like those types of >>

different providers and for it and I'm not falling, but it depends on the group says the money set in the U.S. PA the and we're going to be casting to carry that over the next year to love like

double. Then I wore my back because I don't like that. Just sat there in Lakewood in fund mean, I'm disappointed that meetings are like, I'm just trying to keep it real here because I was already

worried about it. I do think, though, and you helped convince me to be really honest. We have those conversations that I believe that it will stimulate what is predominantly a women and women of color

field, send excited for for those great working women to get the support that they need. And I kind of went through something like this. When I worked on us having stabilizing the childcare industry

is couple and colleagues. Remember when we did the state bins of our book to stabilize childcare and it was also women, mostly women of color. And what we found out what we were doing, that that have

to be federal money was that many of these people to do amazing work we're having is a like not set up properly to receive federal funding. So we have like kind of professional ise ING it, which was a

cool by product and I think for their stable to stabilize the industry and its feels like a sense of that going on here a little bit. So I get that. But I'm really concerned in a matter of another.

What that aside talk about it because it seems like if I'm understanding you correctly, no city of Milwaukee dollars or very little Milwaukee dollars went to do look here in 2026. That is correct.

Yeah. And so that but I'm really bothered by that. Yeah. >> And then just a clarification on the budget for 27. So going back to the site for the proposed budget is at 300,000 as Commissioner. Total

rate us pointed out they have not been able to spend. 26 budget anticipate carry over. So to your comment about doubling the budget and it will effectively double the budget and 27 if they are able

to. You know, of course, carryover Viles out where you are. There is an intention to 2027. Just got to show 300. Yes. In addition, there is $300,000 budgeted and 27 are proposed in the budget for 27

in addition to anticipate a carryover. So there would be hopefully larger scale up impacts then would have been in. 26, okay reveals well, you know, a lot going to have to assess the okay over 500

time. It's not like every approved that has to go for your office, but we have discussed and into a car. >> And just to underscore that, too, with the way our he's going out, we're looking to contract

with multiple providers, not just, you know, so and so's group that does it. We want to get right, get it out to as many groups as you can, because really, to your point, that's exactly what we're

seeking to do with the professional rising the work. And I just wanted to mention as well that were working in partnership with the state, Wisconsin, as well as they did. They were selected as one of

I think, 10 cities across the country to get a transforming return of health are team a grant through CMS. And that is one of their goals is to standardize to do and committee health workers here in

our state of Wisconsin's that they can actually be billing provider under Medicaid, which would further create a system that sustains not those 2 really critical services in our community. >> I

believe eventually run. We invest in this program and it looks like we might be again having a double impact. Um, we missed one year that eventually will see on your kpi slide, a change and that the 7

into more tally the number go like it should be. That's what we should see. And and obviously it's evidence-based. And I think the power of having these trusted, you know, normally, again, female

workers in meeting people is they're also assessing other needs like the power to refer out holistically to other services that people might need. So I'm feeling a little better now about the fact

that that it's like $0, but now the kind of double dollars, if you will. Otherwise, I would've you that. >> I have 2 other questions, but it sounds like all the women cause wants to chime in on the

doula program. >> Is it about do it? Yeah, it's chair. So if my memory serves me on last year, it was the issue of timing, internal positions that caps not being filled or only be filled simple

errors. So the desire was to make the shift to be able to contract outside. So it's right. That is common. So the challenge is, though, that you had over the last year and that caution think they do

not foresee that prior to coming to us asking for the ship to explain the ship election. >> We anticipated that there would be challenges with the insurance as all of our contracts that we execute

across our grand center levee funding. We always run into issues of levels of insurance. So we anticipated that there would be some challenge. We had also done the legwork of working with some of the

community-based to us to get understand their level of insurance that they were covering themselves with as they were operating here in the region. And as we went through the process with the city

attorney's office, having done that lake work, we learned that the level of coverage that they were carrying doesn't actually cover the liability that would occur from being president of live birth.

So someone might have some general liability insurance. But from our understanding that because doulas are not a licensed medical provider here in the state of Wisconsin, they can't actually get as to

a specific coverage that being said doulas have been utilized in our state of Wisconsin in Milwaukee for many years, very successfully. And we were very confident that the level of risk of the city

and or a doula that we're contracting with being sued was extremely low. We've had some 5 really difficult situations with some of the clients that we supported with our doulas and never once have

those instances resulted in any litigation for the city and its statewide. That's the case to there isn't any cases that I know of where I do. It was brought to small claims or some sort of medical

liability court. >> So forgive me if you are already covered this up, it is so for 2020 sates, do we have any let's on staff? >> Do do a serving clients. Know we did not. >> So this other 0 is truly

as they are in a sense of not just contracting out but also interim director. >> Because we we budgeted that funding that were we had used to fund full time doulas for this pot of funding to contract

south. So that's what that 300 and the S P is for. >> And that really value the work of 2 was. And I think you commence mean us last year about the better service that could be camping on based on the

market with the contracting out. I truly wish that a better job was done of how much how long that compares to what I think might be with us, though, into the budget, a couple doulas on staff to the

transition of the program that completely I would accept a future where there is that it would cover any other that you see fit to change the outside contractors that work with city attorney and

wherever else and industry people to kind of figure that out again, that that is not the best idea to contract out, but that we do it in a way for services that will begin its Crimea's, not just the

money. It's the service that for this year, whatever women could have start, we were unable to and that's disappoint. Yeah, thanks. It is. >> Yeah, all the women and I share that completely. I'm sure

we're not done with that. I only want to do one more question. Some feedback on your kpi is that you may wish to consider also don't have to consider it. And I think it's because in your department,

it's interesting. There's like technical ways we can define define health life and life expectancy. But there's also, you know, all different types of wellness. I would say something perhaps related

to vaccination, which is where I'm going. But also like, do you think about a metric something like on foodborne illnesses? Because there's I'm all I'm almost doing this in a PR way, too, because such

great work is done in your food inspections and it's tough and we see the headlines of businesses closing. But did we? We didn't see as many headlines as people having what we did on the let a

situation. But that wasn't up to that was a national, although raise raise people's concerns. But like Milwaukee, based food borne illnesses or foodborne or restaurant or poor conditions like that

work somehow to measure that I think is so valuable and to see what's prevented. Right. Sometimes we define and what happened. But what didn't happen is powerful because I know it's a tough job out

there and it is protecting people and it may not be exciting and it may be rough, but it does say people, especially people that are much in immunocompromised could get severely ill. And I think the

nation woke up with this Taylor Taylor Farms, lettuce issue. But I raise people's like we ought to think that we're doing where I'm going with that. The last is vaccinations. I saw that you talk about

it on the side, but I believe it should be a metric because, well, it kind of was, I guess, because you kept it >> on. >> Right. So maybe a sub kpi on also I guess it is a word outbreak. Prelim thing

breaks liar. But I am concerned you're talking about COVID and flu. What we do with the measles situation, I have reached out to you because I think the more I worry about the more we step away from

vaccinations are talking about vaccinations like COVID and flu are one thing. Measles, just I want the city. I'm going to make it really clear to be in the business of supporting talking about

vaccinations, normalizing it doing pop ups like you to the pop, the wonderful pop up a lead testing clinics that I highly support that have been incredibly fantastic in MPs. We've got to continue to

meet people where they're at. And so I fully support that. And I do I see what you're saying. You're stepping away from those that are insurance supportive. But I just still worry that how will that

effect? Let me say like this, Milwaukee still has a very low and declining vaccination rate and we need to figure it out, I think in libraries, other places. So looking to talk about that in a minute

and a Charlotte more next. >> Yes, that's a really to really important piece as I was disappointed to not be able to go on TV and tell the kids of our city to stop eating their fruits and vegetables.

But I did not see the need to have that happen. 1, 1, of the kpi just highlight because it is related to the foodborne illnesses, the average number of CDC Kercher risk factor violation. So so that

would be a violation that would result in the closure of food establishment. Okay. So that's one way that we typically measure the effectiveness of our rain inspections because if if you have a

compliant operator with food standards, you're going to have that number stay down, which is really important. And we do a lot of preemptive education and outreach to ensure that like mobile events

and temporary events understand the basics of, you know, safe food prep. So we're saying the same thing. But like many different ways, yes, but I do really like adding the firm for now, most part,

yes, because sometimes there could be related to a national park like Taylor Farms was with the potentially 2 firms with the cyclo-spora outbreak. But I really like that one. I just want you to

parents and that Micah. Yeah, this yes, the other is around the vaccination so well and then WR our around Mr. Measles, mumps and rubella, which is the standard vaccination for measles here in our

country at one year of age and 4 years of age, it's a live attenuated vaccine meeting that it is a week and pathogen that is still slightly alive. And that helps elicit a really strong viewer response

that your body develops immunity to measles, mumps, rubella, the shot is extremely effective at preventing disease. It's 92% with the first do something because up to a close is a 95% with the second

dose. And when you are vaccinated for measles, you do not have to quarantine at your home for 21 days after potential exposure. So what we're seeing right now in southwestern Wisconsin, he's outbreaks

in unvaccinated communities here in our state. And to your point, John Demetria pitched. There's a lot of a variance across our city where some schools have really high vaccination rates and other

schools have lower vaccination rates. And what we've talk about consistently is ensuring that parents and guardians who are trying to get their kiddos vaccinated, have access and access and can mean 2

different things, one incoming access to the actual vaccination and to access to someone that they can talk to about their questions that they have. And what we found is that there's a lot of noise

and information out there. Some of it is not accurate. Some of that is accurate. It's really difficult even for medically trained people to to navigate through that. So we we always offer that

judgment, free access point to information so that if the family is ready to get vaccinated, that we can help them on that path, the other side to our vaccinations as we do emergency vaccination

clinics. So if there's a vaccine, preventable illness issue or incident, we can respond to emergency vaccinations very quickly. I can tell you that earlier this year you didn't see in the news because

I think we did a really great job of it. We responded to an active tuberculosis case here in the city and were successful in identifying secondary potential secondary cases and getting those folks

tested and I him into treatment. So TV, is it completely treatable disease? And we were really successful in responding really quickly doing emergency testing meeting families at their homes to do the

testing. We did it. We did it all. And our charter kills team in our public health nurses and emergency preparedness folks from the department did an incredible job. So they deserve a lot of credit to

protect your city. The other part to this related to the vaccines as we continue to offer vaccinations right now for MPs during their exclusion week. So the letters are going out now to parents and

say, hey, if your kids not up to date and your vaccinations here, some clinics that MHP is hosting to help your kiddos get up to date. So that include measles. Yeah, I remember that. And that is a

really great way for families to navigate. Hey, I have these records from this state or I was foreign born and are coming in and I think I got measles, but I'm not sure our team is trained to work

through those vaccination records and make sure your your family, your kiddos are up to date to be in school. So check out our website for that to make sure that you get the most up-to-date

information. But one thing that I could definitely take into consideration is the breakdown to specific vaccine schedules because measles, mumps or rubella, MMR is a one in 4 years. So we usually look

at vaccination rates at 206 and under because there's different scheduled vaccines that you're supposed to have by those age ranges. And it gives you a little bit more flavor as to what is happening

in our city. If we break it down to specific schedules, I think and ours are really good one because there's a lot of I think misinformation about mrna. And I would saying in a way, it's a canary in

the coal mine, so to speak with some of the schools that are PC, lower rates of MMR. We're also seeing lower rates of the other recommended vaccine schedule. So I would love to talk to offline about

how we can further highlight the work that we're doing on vaccinations. Yeah. >> I appreciate it. I mean, Wisconsin still ranks as one of the lowest in the nation when it comes to kindergarten

vaccinations in general. So we have to all all work together on that story. That's and that's really difficult. And it impacts our city Mark because with largest city in the state, Wisconsin. So thank

you. Commissioner will now move on to Alderwoman Charlotte Moore, then Speicher member goalless. I'm going to order. >> Thank you so much, Madam Chair. I'm trying to understand how we actually the

2026 budget for the doula program just trying to understand how to read it because if we didn't spend anything in 2026 and we're anticipating a carry over for 2027, but us doubling the amount, how

would then read because then we would have up to $600,000 to spend. But yet the 2027 proposes only 300,000. I'm just understood. I'm just trying to understand how would I then read it? Sure like in

the in the following year. Yeah. That's a good question because it's >> not super obvious work hangover showed her a 99 according to this. Yeah, I like the equivalent will carry over. Wouldn't show up

here OK at all because it's not part of the adopted budget. So generally I would say when we present to you the equivalent of this table next year, the 27 adopted budget number would still only say

300, okay. What I would probably would end up happening in effect, maybe have an Asterix there. Something I would just say when I presented it, you know, as a reminder that was also carry over

something available for that program. But I mean that there's not a in the budget documents. There is not any super obvious place that you would carry over such a good question. >> I'm just trying to

just figure out when next year rolls around how we just how we how we read it. Okay. We can put a pin in that for sure when it comes to some of the grants that are expiring for next year for 2027,

there's some significant ones that are coming due that are expected to expire. What programs and positions are going to be impacted by those grants expiring. >> Madam Chair and all the women, more

errands, Penske Budget administration manager for the health Department. We have to leave about 18 positions that are on the public health infrastructure grant. A lot of those as a commissioner

alluded to before and mandated functions. So there are things that the city of Milwaukee Health Department to enable had to to maintain our certification as a local health department and meet our

statutory obligations. We have to do those things. I said before public safety and I believe you all and more were on the committee when we had some turmoil with our federal grants. And what I said at

that time still holds, which is that we have public health work to do, how we pay for that public health work may change from year to year. So we're not going to be losing capacity. We don't

anticipate losing capacity to do this work. Things like communicable disease prevention are epidemiology and public health strategy teams. Those are foundational public health functions. We're going

to keep doing that work more funding a portion of that on the public health infrastructure Grant, which is, you know, that expires in 2027. There is talk of a no-cost extension, which would give us

another, you know, up to 12 months with the remainder of funding. But that is going to be the challenge that we work with the budget office on in 2028, when we know what the city's fiscal picture

looks like that. But, you know, we're we're aware of that. It's not a new thing for the health department in terms of funding expiring funding shifting. But we always put our priorities into the

public health work that we have to carry out. So those things will happen. I can't tell you today. Sure how they'll happen, but I can tell you that we will be funding that next year. Excellent. And

just one note about the to grant that expires on November 30th of next year. So we're not talking about a mid-year expects Parisian, which some of our grant cycles ended June. So this is basically a

full calendar year that we're talking about. And that's why I am confident that we can find a path to continue those mandated services. And I don't want the staff listening to this because I heard a

lot of them when I was the data director to be like, oh, my goodness minds, you might get your not. So we're very, very confident we can find a path to to continue to do these really important

services. Thank you. >> And forgive me if I've missed this on Page 6 assists transition to the new E H R System. I think that's a big system has impacted revenue collection. Can you please remind me

what? >> How that have or what that means. Yeah. So medical billing is really fun. And as you can imagine, there's a lot of a regulation around how we do our >> procedures. And when you do a specific

procedures and our clinics, those get added to your chart. And when the chart is signed in and closed, those billable services go over to the finance side of our electronic health record system and

then he runs team, picks those up and starts to validate that those charges are correct. And then we would refer those to forward health support all through a clearinghouse that then, you know, they

get the claims and say, hey, we did the services we would like money back. They review in with Rob. Correct. We get money back. That process of the build out of what services are in the drop-down

menus in the EHR was a lot more complicated than we had anticipated. So we've been in the process of hiring the right people. So that was the first step that hearing and his team did and brought folks

that can actually build what's called the revenue cycle out. And now we're standardizing even more services that we're offering by hiring a nurse practitioner. We can offer you and higher level

services that allow us to bill at a higher rate. So that's where our budget projection for some of the revenue is lower than we had anticipated. But we also would rather, again low and over property.

You know, what is it? You know, I see under promise and over deliver. Yeah. So that that's really where we're trying to go. The transition from our previous offender to our current vendor was a bit

rocky. So we had to really rebuild a lot of the efficiencies that we built in the first system to the second system because they didn't really translate very well. And that was, again, one of the

reasons why we left the first enter so yet. >> Gotcha. Okay. And if I can transition to talk about lead, let funding how much lead program funding remains of a little ball and how long do current

city, federal or state funding last? I know that is something that has been, you know, sort of tap on a lot of folks minds. >> So Madam Chair and all the more we provided a breakdown to be with the

2027 total funding allocation, which is about 5.2 million. That's actually not a fringe is. So it's a little bit more. We don't count. Fringe is similar to the way the budget office looks at the time.

>> At the budget and then the active balance for all of our grandson. This is actually not including and a congressional earmark that we're in the process of getting the award for in setting up. It's

the remainder balances, 10 million dollars. As of today. I believe about one point 5 or 8. That would be our phone as the commission. And we're going to spend that all down at the end of the year. We

do have a high grant is expiring on December 1st of 2027, but we've already been awarded a new grant, the Texas 2 million dollars larger. And then we're always grateful for cdbg funds coming from the

city. So that sort of rounds or picture out there is some city and state funding that goes into that. And the mix is actually in the chart right here. I think what is closest to 50, 50, although we're

a little heavier on the grant side than the city side currently. >> And also just that's another place I would say where there's anticipated carry over on the city side. So there's a special fund

proposed at $500,000. There's also a couple million dollars of sort of it was this our bus substitute funding prior years just to, you know, kind of I ensuring as we were looking to make sure our big

it spent down, we sort of spot the source of funds for some of the legwork. I'm so they're continuing to spend that down, but obviously been prioritizing making sure our big it spent down grant

dollars to get spend down to that. Also somewhere where the actual available budget and 27 is probably going to be quite a bit higher than $500,000 will depend on what the balance is at the end of the

year. But >> and I know with a loss of STC, we have to move over a lot of our contract. His work to have gotten off habitat was the primary. One more. If we had others that took up that those dollars

were allocated to him to help remediate some of our let's do some lead abatement. >> Yeah, it was the city of Milwaukee Health Department did some of the work that STC would have done as well as

habitat and Riverworks provide last number of items, idolize room. Yes, the bit did not get funding for a debate. >> And how are we continuing to identify those specific properties? Is it just really

tied to a child? And and then, you know, we say, okay, this home. And I think you did a really good job commissioner, you know, saying well, that Al also spent time to grandma's house and that sort of

thing. And that's how we sort of contract out the work. >> The deputy Commissioner Weber, if you want to come down, but primarily and here's your weather can fill in more of a nuance. But the primary

route is through let screening of children's it so that we find those kiddos and then we do those investigations into the homes that are affiliated with them. The children, there are a couple

different Paz, but the primary route is let's green. >> However, deputy commissioner of our mental health of the SEC shared. And we have 3.5 micrograms of a sudden above, which is the CC recommended

level for action. We have about an average of 2000 children for years. So we just have to continue working down the list and those that's the primary referral source. We love to get into a home before

UCHealth lead poisoned. But we can't ignore the chill and we are in now. And so we go into we prioritize the children that are lead poisoned and that that's where we were for out too habitat as early

partner. And I think it's important note here to share with the grant those mentions the reason we have this new grant and 2 current at the same time as because of the arpa investment and because it's

Duong given municipality to grants the same time, it's about exactly the same. They give us a second grant this investment because of our success with heart. So our book it gave way to millions more

dollars that allow us to continue to work and do more units per year now. So want to add that in there. But to get back to your question, the Maine referral source is what pushed. >> With a quick the

source of funding for 2027 later lead abatement comes from that comes from. Yeah. Okay. And just on a on a side note when we talk about that prevention piece, I know that's something that I think just

legislatively legislatively. We're trying to again the nuances of when either a property transfers ownership or if an individual is moving into a rental property, right, that we figure out some sort

of way too begin to start capturing that data that, you know, the spaces have already been remediated or, you know, again, it's so complicated as we think about how we look at prevention and how we

start capturing, you know, some sort of database on properties that may have already been debated already have or have issues, et cetera. And again, a lot more challenging than than anticipated. But I

hope it's something wet that we can continue to work on a something that's important to me to figure out legislative wise how we can, you know, capture that information. That's all the questions that

I have for now. >> Just to add to that, about a one over the last 3, 4, years of work from using a cell of land management software. So when you go look at a property, you can see the address and see

the work that was done, whether it's electrical permit or a letter order on the lead of even permits. You can see that. But we're came to build a dashboard to try and make things easier for the public

to see, because it's not always easy to see a list of all those lead orders and permits also to all the women Cox a few years ago. But if I file together to do about to let a street what we have, but

it's voluntary. And so it's one source, the show, some of the work that's been done. But, you know, we've been looking to other states that have primer, rental inspection program where you have to do

let if they don't work, or you have to prove that its lead safe before a child moves into the property. And so I think that, you know, we're gonna keep exploring every little thing that we can to and

to make the impact. I think that we all want work at that at some point we need state level change. Yeah, Scott, thank you, sir. >> Thank you. All and more will now go to Alderman Scott Spiker. >>

Followed by aldermen cars and then Alderman Peter Bergen. Tell us. >> Thank you. Madam Chair, I guess sticking on Lebanon working my way back to the Dua stuff. So with those funding sources, I know we

talked about the grant, the initial one and then the new one, I think in our briefing and thank you for the presence on the briefing on this. The what? How are those staggered? How do the multi years

cash out and turn? What are the multi years and how much overlap is there? >> Yeah, the new HUD grant as we phase our poll, we're in a phase in the new ones that's really gets started next calendar

year. Okay. Maybe a trickle properties this year. We'll see how things shake out. But then next year they're really going to be both operate in full swing at the same time. >> And how long does the

first to go and how long does the second? >> They're both for years, OK? So sometimes there's a no-cost extension if needed. But we plan on applying for the next because older HUD Grant, we are we

applying for next year as a renewal and 2027 2. Keep it going start of 2020 it. And obviously the goal is to keep at least one of those going at all time. Yeah, but I with Michaels keep both about. >>

And what are are there grounds for optimism there? This new grant was one that you hadn't gotten. >> Right again, we hadn't gotten because we didn't have a community partner to make referrals to for

handling national lead abatement process. That's right. A tad. Yeah. And I'm happy to share. Habitat is now for the first time going to be working with renter rental properties. Such a thing. One,

maybe one of the first in the country to try this will be working closely with them on that to continue to ease their burden, the rental side. But yet both full the full swing next year and then will

apply for the older grant to get renewed and keep going. And they'll and ideally there just in perpetuity will have overlapped. >> And the guy, so a takeaway here is when the arpa funding came in and

we word what we're gonna build to this program and then the funding is going to run out that gap as it were has been felt by Graham's friend. So we're going to be able to do at least and maybe more of

the work that we in the past. Yes, a good take away with respect to the do a thing just briefly. So forward looking at 300 of carryover and 300 budget for next year. Obviously this year was an

exceptional year and getting 0. But do we have cut would are grounds for confidence that we can get 600 are there that many cartels of of do love workers that are out there in the world that you can

get that kind of funds out there? I think it's more of a collaborative the Necker. Yeah. >> You know, that is something that we will be tracking very closely. The Duke community is is very accessible

to our team and have been very interested in this process. I think with large fund that we you know, if the council approves this existing, what have people coalesce more around being like an LCD

together and having like 4 for $5 and a group. There are larger established groups that we know exist and we anticipate that they will some of the stronger contenders. But the RFP is written in a way

to to provide kind of different tiers of vendors so that there's a really, you know, large team of folks that have, you know, brick and mortar location and all the things we contract with those folks.

And then if there's a group of 4 or 5 do is they don't have to reckon martyr. But they haven't all see and they have the other provisions within the RFP met. We can work with those folks to. And I

think the to the point of the chair, we really want to use this as a mechanism to standardize what it means to have a duly in the region because there are lots of established groups. But there isn't a

universal standard to say this is what donation, sir, should look what like in on the policy side. That's why we're working with the state so that they can try to work the credentialing and kind of

recognition by Medicaid into their, you know, policies. >> So if you're at the south to hang up before was the insurance issue and you weren't able to do that one on one with dual us and that's why

you're shifting to the group's. It sounds like for you to have any hope of getting the 600 out. You have to have the number of groups expand by folks kind of coalescing into new policies or something

like that. The existing structure in place is enough to absorb that. >> I think between the larger groups that are in the region, they would be able to see most of the clients. But we also want to

create an tree paz into a smaller groups standing up. And the the the way that contracts going to read with a smaller group would mean that they would only get, you know, a handful of of clients where

as a bigger group or group that has more history and efficiency, they would be able to see larger volumes. But the way we write our contracts gives us the flexibility to adjust and had more clients,

too, a group that is new or on the block. And they're doing really good work. And we want to give them even more clients, much like how we're on the arpa funding for the lead abatement work, the

authors, certain vendors that are doing really well. We want to scale that and give those folks more dollars from our clients in this case. All right. And so you. >> The argument made last year that

we kind of had to move away from the structure we have in place at the city to contracting out that argument you think is still strong in light of your experience this year. Obviously, if you had a

do-over, you would have said, hey, hold on, this is going to be way more Lori, early complex than than we thought at first. But knowing what you do now, do you think this is still the route to go the

contracting out instead of having the the FT said the city who kind of coordinate this? >> I would say yes. And part of that again is this continued policy work that we're doing with the state of

Wisconsin around the licensure and standardizing the field. I think the fact that the city of Milwaukee is standing behind that duo profession in at a very basic level ensures that this really

important resource will be a sustained through policymaking because if we can continue to keep the spotlight on doulas and we feel strongly that this RFP for the group's is the route to do at this

point that gives evidence base to the state as they make the pitch to have doulas and community health workers included as doing providers to Medicaid. Okay. >> And then I didn't see anything on here

because it's the the funding source is a little different about your opioid programs and what you're going to do going forward there. You know, we had a file earlier this year that set up spending in

fire and and and health on that. Is there anything any, you know, just 50,000 feet takeaway points there about what we can expect in the new year? >> Yes, as we shared with the file, there was 2

separate logic models that had outlined different kind of ways of evaluation for a couple different strategies within the continuum of care. One of those being our community-based Greek granting that

we're going to do and we just reviewed, I think it was last Friday. So even a couple days ago, what that are up, he's going to look like in a huge shout out, goes to it indeed, who helped create

essentially a digital platform for folks to apply through the 21st Century Technology and ensure that we can quickly assess those grant applicants. And then the process will look very similar to the

RFP process that we go through for other competitive bids will be a selection committee and ranking and then awarding of contracts to do community-based work that fall within the continuum of care.

You remember that kind of pass a pizza pie. So we're really excited to have that. I know are a senior strategist is rather optimistic that we'll get things out the door before the end of the year. I'd

like to share that after his because the process that they felt this really great and we welcome an opportunity to brief you on that process before it goes live. So you can understand what what that

process going to look like. And then on the other side, we have or neighborhood nursing teams that continue to prioritize. President Perez is district an alderman Deandre Jackson's district and really

making the connections to committee members and those with the lived experience or on substance use to ensure that they have access to harm reduction tools, as well as getting referrals for treatment.

So we're really excited that the team is going. They're fully staffed at this point. And we just hired or or program manager who brings incredible experience from time with a or and for a dirt around

community health and will help to standardize more of what we do and continue to ensure that we can track the longer-term outcomes, not just here in the contact with the individual, because that's

really where our our guest and says that we made contact with folks here that we want to now follow people through the system to see do they show up to that refer all that we made today complete

treatment and there are different paths that we can look to explore to do that with time, our electronic health record system as well as a health information exchange called Wishon. So there's this to

pass that we want to include as part of our evaluation. >> And then the last thing part of that is I know in the legislation that this is my final question that release the funds as it were to be

expended. There was the talk of fine-tuning certain metrics and working with our be. So is that in the works planned it. >> I was just in communication with Chief Lipski about going back to some of

those logic models that we had created to continue to to codify what those are. And it looked like the logic models that we're building that were built for the file were more general for community-

based 3 granting because we didn't know or we can prevent or are we going to fund preventative services? Are we going to send social support services so we didn't want to build a specific one for

preventative services. If at that time the working group selected preventative services are on social services. So as we clearly define what lanes of the commute, aced funding are going to be funded,

then they'll be a corresponding logic model to do with that. I think the neighbor nursing one is pretty good to go. I can reassure that one because that that when I think outlines really but a double

path to improving health outcomes for the district that they're working in, and then we hope to use that as justification for further fundraising for to expand the teams that we have through the

opioid funds. But yes, we're we're committed to continuing to work with LR beyond putting this together. And we would likely also include this in an annual report because most of the settlements have

a requirement to do some certain reporting. We want to have a public in your report in addition to some of the dashboard stacked with things Skus that originally with the legislation. Okay. Thank you

for the update. Thank you. >> And will head over to our virtual members. Just want to check with Alderwoman Cox One and Cox. >> Thank you, chair. I'm a journalist commissioner eastbound to the fact

that it would be tears of contracting. A said for the larger contracts, it would likely be some of the not a larger entities that will likely win dollars for those entities. Was that average

demographic of the clientele? And I do. >> I you know, that's that's a great question. We hope together that information through the RFP process. But one of the pieces that we've already worked with

the city attorney, Jan is to ensure that our the selection criteria for who receives a dual meets the needs of our city. So there are ways that we can ensure that certain health conditions are

prioritized because through the doula program and through our other family and community health services are really trying to closed the health disparity gaps between different person, people here in

our city. So I think as we get that information from the different groups, that would be part of the evaluation to see kind of what capacity they have to take additional clients and ensuring that the

clients that they're recruiting meet the criteria of the clients that we want to fund services for. So we don't I don't want folks who don't need a doula or can afford to do on their own to be taking

a spot for a client that can't afford to do on their own if that makes sense. >> Now that makes test, but also just want to make sure that it that's one of the things to protect against. But another

thing is, you know, people it's generally choose doulas that reflect them. Yes on. And I just want to make sure that by Jeremy, we are affording the opportunity for a wide spectrum, divers on the list

to be able to participate. >> But that is our hope as well. And we really encourage and will look to the council support in helping to advertise the the FAQ session that we're going to be hosting with

procurement in the near future to have those smaller groups, participate, master questions so that they understand the RFP process and what it means to contract with the city cause. We've learned over

the years that that is one of the bigger barriers to smaller groups that are more representative of our our city, just not knowing the process. And we really welcome the support of the council in

advertising for that FAQ when we host it. >> And I do I want to be very direct with you. Given the mortality rates of African-American children in the city and given that issues allow black maternal

health in a city and across the nation, I'm I want us to legally make sure whatever we can. We do to ensure that there are doulas more African American for mothers and families that are African

American takes place? I recognize that maybe some stuff we can do with that bidding process. But whatever we can do to ensure that the most at-risk folks have access to doulas that they are

comfortable. It is something that I think we need to do before. When you do your Frank Hughes and before you're being process becomes comeback, if you're not already, I would encourage you on to talk

to do list across the spectrum, but make sure you talk to African-American do list and to talk to expectant mother. It's about what they're looking for in do with as well across the spectrum, but

specifically African-American, 8 mothers as well. I don't want us to have a great program, but it's not really changed. Some of the most at risk are folks who would have benefited from the problem. I

agree comes up. So that's on the D-List eye on the lead for Tyler. How many are maybe not quite sure how many people, how many homes, how they raced on the volunteer based that the commissioners

walking up. >> Good morning, however, and Deputy Commissioner Environment Health Adams point up the information here weve had about we've 22 license so far, which is quadruple what is statewide on the

state list and there's an additional 55. But they've had families due to potential house issues outside of let those other challenges that some, whether a other code violations that don't allow them

the registration. So it's something we offer and push on every property that we work on. >> So for our lives free. Wow, tearing list. You have to also be called compliant in general. >> Yes, just

past. >> Then the state required at with theirs. >> That's a good question. I think he's confessed. Bali has their own code, but I'll have to find out. >> If you could let me know OK on that. They

have to do that. And I can give you more detail report. >> And for that matter says that I haven't made it clear that nicest commissioner, I know that my so why do women to meet which on the one? In

fact, it was last year did that out of money before DNA, but now followed by resolution? Because I think we were at that time Dylan Way, the shortage of forgive me, if you are in the hands of this

shortage of nurses, which was which was and they're not. And that's having a closure times of some of that. And they were the clinics I know early on. We met with you and the head of the car to

discuss strategies that you are employing to recruit more nurses and to help please keep those clinics open has wanted to know how that's going. >> Yes, thank you for asking. We've heard it. You know,

there's been a pin ups and downs with the staffing in the clinic. I can happy to report there were about 85%. staff at this point. So we're just short to nurses. All of our other positions are filled

are in the process of being filled right now. I huge shout goes to the ER that helped us get some positions and through the the normal city process. As we got close to the hiring freeze, we also did

meet with our kind of her to the ER to think about additional strategies to continue to have the clinic staffed. And one of the routes that we're looking at is using under full authority to hire like

an ant medical assistant under the pH entitle. If that's a route that we want to go in the short term, if if we can't recruit public health nurses, which at this point we don't need to. But that was

one of the suggestions that Dr had worked with us on. And then the other kind of more long-term strategy that we focused on is hiring a second nurse practitioner to allow us to, again expand services

that we're able to offer with the advance practitioner, as well as potentially change this to hiring structure, the staffing structure where we would have more medical assistance to work under the

nurse practitioner. There are a couple clinics here in our city that uses similar structures so that there's there's some precedent that we've been working with. And then kind of thirdly, we're

working with a Planned Parenthood on a contract to provide to nursing staff, to augment our staff as well as looking at our work flows in our efficiencies, within the the clinic space to make sure

that we're using the space correctly. And, you know, having workflows that make sense for the types of clients, much types of services that were offering self, a lot has happened and a lot the credit

goes to director Naomi Jenkins, who's here with us right now for her leadership. She's been with the city for 28 years and has done basically every position within the health center short of being a

nurse and really understands that level of commitment and service to our community and helps us prioritize, you know, the best services possible. And through those challenges with our staffing, she's

really done an excellent job of providing consistency and ensuring we had a good process moving forward side. I wanted to give take this moment just to to cover her credit because we would not be here

in this moment without her leadership. >> Last question, if the staff amendments are ready, but I know that's summer. Iran wants to, I think because the state redefined, I think housing for those who

wear, I'm going through training for addictions or something like that, that a lot of the housing for those folks with the wraparound services contracts that come to our being canceled. I know there's

at least on this so few in my district that they're caught on trucks that had been a firm that worked fine views are being canceled in August. I just what role, if any, does the health department me

play you like what we wanted to ways all that remain and housing of those folks, given whatever shift has occurred with the funded with state and the priorities? I stick with the calm. >> That's a

great question. You know, one part that we've been working on is a task force with a local school that has had challenges with the folks struggling with a mental health crisis. And they're really

looking at systemwide solutions right now. And we're part of those conversations. One of the key parts that they've identified is that that care coordination and understanding who is serving that

specific client. And that moment is sometimes a bit ambiguous. And it's tricky to find out, you know, just like to read this report of this community agency or are they managed to the county or is

that a subcontract to the county and so navigating some of that has been really challenging and partners at NAMI and folks and peas car team. They've been really helpful in giving the kind of

landscape of what that continuum of support is for those folks. But, you know, we are parallel to that work and in a different lane. So we don't typically interact a lot with clients that are looking

for housing. But when we do have, you know, treat or screen a client that might qualify for one of these services. We work closely with the county and director Sheik Sheik. Here, a glance. Look, grant

McLean, too, ensure that our teams know who to talk to. I think it's a really basic step that we take just to make sure that if someone's supported 3 DRC or behavioral health for adult protective

services that we know who are the right points of contact, because often we do connect with some of these clients and the community. And we want to make sure that their case workers know what's going

on. I haven't heard specifically about folks getting displaced at this point, but that doesn't mean it's not happening. But when we do encounter those, those folks, like I said, we always work closely

with the county to make sure that the case managers always know, you know, where we make contact with that individual. So that person continue to keep can continue to get their follow-up, that they

need to the county. But I'm always open for suggestions and considerations around continue to strengthen the relationship to the county. >> Thank you. And I'll talk to more offline about that and took

it as a chair. That's all I have. Thank you. >> All right. Thank you. I do have a couple questions and I appreciate Alderwoman Coggs mentioning the clinics and staffing challenges that we had. But the

clinics are open. What kind of hours or what kind of level of service have the reopen clinic has the real clinic been able to provide? >> We're still doing the have t clinics. For the most part. We

change the hours based on our staffing. So earlier this year when we were down a couple staff so we were reducing their hours around specific days. But if you go to the website and at Waukee Dot Co

Blacks back slash health, you can navigate to our clinics tab and then a list or current hours in there. But we continue to maintain the same hours that we reopened with back in February of this year.

And that's certainly less than what the clinic had. The correct. Interestingly enough, we're actually seeing more patients with less. I think, yes, yes, P and or something you're anticipating the next

to us. >> So but so the hours have been made more efficient. But the level of service and the amount of service provided community has increased decreased. You mentioned it's increased by how much. >>

I don't have the exact numbers. We can do the math for you, but that an information request for R B, that would be great. And one part of that, too, is in this kind of gets back to some of the

efficiencies that we're looking at. There are certain tests that we can run in and express visit 3 urine sample that are are specific and sensitive. But they're really quick and easy to do that versus

a blood draw can take, you know, a little bit of time. And if someone's dehydrated, it's hard to find a vein in all the fun things that it happened with that. But we are really just impressed by her

team. And they do incredible job to make sure that meeting the clients Mondays are typically our busiest days. And they really need to demand that well. So appreciate that. >> Switching gears a little

bit. That test result you would be able to get on my chart or through that picks. Yes, and we have an epic, yep agreement now with that pick, can you talk about any assurances that we can give the

public about data protection with epic? It's a large company. They're under a lot of scrutiny yesterday lately. How do we do we have any just like the city has a unique agreement with flock that isn't

the same as every other municipality across the country is already agreement with epic. Any I have a unique protections for data unique to us and city employees or as a city residents using that. >>

Yeah, that's a great question. The reality for the medical data that's in the electronic health record is that it's covered under HIPPA and the HIPPA supersedes a lot of security data structure that

epic might say they they use and they have a service agreement that allows for us to see kind of a population of patients that are present in our community, which is really helpful from us for us.

From a population health standpoint, we're able to see how many people are getting tested for certain diseases or how many people are sick with certain things that allows us to measure really specific

cancers. Really specific questions around health needs in our city. On the other side of that HIPPA really is designed to protect that individual person's data, which is really helpful in the context

of privacy because that person is ultimately the steward of the data. And these larger corporations have been held accountable by the feds in some cases where they've not made their data, the clients

or patients data accessible to that patient. So if you go into my chart or look in your medical record, you should be able to see the notes that you're provider has stock you mended about you and you

can ask questions like, hey, why did you say this about me or you know, why did you and it doesn't matter if it's a freighter. >> Guy doesn't matter. Milwaukee health department provider or someone in

Seattle, correct? >> Everybody is covered under that same protections under HIPPA, which I think that's something that's unique in our clinic that we really try to educate our clients and our patients

on the rights that they have to their information that's present in my chart, as you mentioned, or whether that's at a freighter, her or and Chandler, Milwaukee Health Department facility, those rules

that help of holds us to are the same everywhere you go. And that is really to me reassuring as a person who understands the data structure and how epic in chin user data knowing that their HIPPA

compliant and they follow that very strictly so that if I didn't want my specific data to be out there, chin an epic, provide those levels of protection that are HIPPA compliant to prevent that from

happening. >> I will. >> Toss it back to committee members or any other council members who may have questions. Any follow-up questions in a second round was chair of the room or >> just really quick.

I know that a lot of information that you all provide gets put on the city's website who is responsible for updating that information because just even across the board, sometimes, you know, folks, we

sent him to the website and some stuff is just outdated. Who's responsible for keeping up with that? >> It depends. Typically our communications and marketing team are the main points of contact. But

then some Web sites are managed by specific programs. For example, the beach water, a Web site is managed by or environmental health team that after they get the sampling results back, they will go on

and lock in right away. Just updated to open or closed or or or whatever designation we put it. So it depends on bond. The specific what landing page at the same time. The best starting point is, is

with our communications team or myself and then we can triage from their perfect and then. >> Obviously, if a constituent just can't navigate the website, they can just easily call the health

department at 2, 8, 6, 6800. >> We'll get a real life human being and an HD at Milwaukee DOT Gov as well as their general. I the mailbox, but I would recommend calling and even we are grateful to the

UCC can answer some pretty basic questions about N H C which is great. But if you leave a message, we always get those messages to cause some of the phone tree might go to someone's individual tasks

phone and that they're in the field or and meeting. They might not answering that most. Always always leave a message. Perfect. >> Thank you. Thank you, Mister Chair. Alright alum that for the last

question. And last year we had a lot of discussion about the health department collaboration with the Milwaukee Public Schools about their lead crisis in their facilities. Is there a recap or we

haven't heard much about that recently. Can we wrap that up with the bowl and can give a broad overview of how that happened? Where? Well, where is that? Collaboration and progress is incomplete as it

still in the works. Yeah, it. >> When December of last year we held a press conference with our colleagues from the CDC that came to Milwaukee and Superintendent Cassellius to talk about the

completion of the last school that they needed to do remediation on in over 7 million square feet of lead and was abated or stabilized. And 43 million dollars for was invested in the inner city

schools. And I think a lot of credit goes to Deputy Commissioner Weber and the team, but particularly Judge Director Macau man who went on loan to MPs, took to be their internal kind of leader for the

lead work that needed to happen. And, you know, I've I met a lot of folks in my career, but I've really appreciated the leadership and the candor and just communication with Superintendent Cassellius.

She's one of the best leaders I've worked with in a really long time. She's really truly committed to ensuring that the children of Milwaukee have the best learning conditions possible, whether that's

what's really great. Teachers are really great schools. And she's been a wonderful partner to to support. Can you were questioned the level of collaboration and support that we've had with the

district continues to grow. So these immunization clinics that were running to support the exclusion week, letters going out couldn't happen without their support. And, you know, I think through the

entire organization, Doctor, Sally says really encourage her team, took the collaborative to the city and to continue to support the different work that needs to happen. So a lot of kudos goes to

them. A lot of kudos goes to a kind man and for the work that he did time set to announce that he's going back to DNS Commissioner Royal Vegas stole him from the Milwaukee Health Department. We're

committed to bringing back. So that will do the you know, doing panels may be at AFN P or something full disclosure. He's my next door neighbor. All right now. So you could probably help us then. But

doesn't that the collaboration is great, but is has there been any follow-up or anything else yet? One for one of the exile it Tyler had a little bit more for the school board, has actually added a

standing filed to their board meetings to ensure that they're reviewing. This does not work. That's happening. The other part that effort mention is the ongoing mobile let skiing events that we're

doing and the district to to make sure that kiddos are safe. But but tell you when and more. >> Yeah. So 2 layers. One is we have a grant from the CDC, 2 conduct school-based led screen clinics. And

so that's partnership with MPs, coastal flood emergency for outreach and also on local a group called no fear to do the onsite let screen, including the capillary test. And then immediately the

follow-up in a straw on the spot. And so on this year, they tested 18 school so far, 1500 children. I don't have the day there in front of me share report within give an update. But then we have plans

to do think up to 4 clinics a month from now until the end of the school year. And that partnership story level is targeted of the youngest children. The elementary school is what were targeted. So in

that data requests that ask. >> Not necessarily by alderman of district, but it would be helpful to see what schools where they are in the city. Yes, we can do that. >> But the important point is

we're keeping the that's the best way to keep a pulse is what is happening now for get a blessed place, a child that doesn't mean there in the school I'm getting poisoned at the school could be at

home, but it gets us in the school to and it keeps the pulse of those children and some of the funding that that you're of the federal earmark we have is for public facilities for schools. We're

looking at ways to use that to expand testing. Do we still do some up even with that work to be? There's a number of different ways. You can go about that. So we're just exploring were still figure

out like what exactly that funds can be used for its intentionally largely for the schools. So that to work with. So we are keeping a pulse on it. Let screen is the best way that also we have a very

strong relationship now with the facilities team's. So they still call us and say, hey, there's a teacher concerned about this hazard can go look at it together. Mps now has an extra families are too.

So that's the extradition of the can use that can hold up to the surface. And I can tell you right away if its lead or not. And so we can partner with them in that way. We've gone to school together.

We've received we've gone and checked up complaints together. So that relationship is really important over the summer. That day did deep cleanings, as they said they would in all schools. And so we

continue to share data with family working complaints were doing the lead screening. So we are working with them more for face than we ever have before. And we're going to win. The intention is to

keep that going on because we need we need school, safe environments. And yes, MPs spent 40 million dollars on the schools. But there's a lot of letup in the schools. And there's we all know kids like

to run around and run into things and it's easy to disrupt pain. So it's important to have a long-term established relationship with them because this is something we're always in a to keep awesome to

make sure that their annual maintenance checks are checked and verified and escalate it up. And they hired more painters to keep up with the work orders, so work with them to to stay sure. >> And

having the board's support to president is on board, it was really instrumental in getting that added to their standing agenda to ensure that they continue to keep that oversight because really true,

that's their governing body, obviously, you know, and maybe to do that. So they added that in there. >> They're falling through it. And MPs is certainly has a large number of students in the city. Not

all students in the city go to MPs schools. Has there been any collaboration outreach with Non MPs, schools, charter schools, private schools? >> Yeah, we're working our relationship with our charter

schools because some of them are in older MPs building. So some of this funding coming through. We're looking to see if we can also channel it towards led screen in those schools, fixing up some of

those schools. So that is some something we're working on this year and private schools, part of the her property that could be we haven't received. That outreach has been more from the charter school

side that are in MPs buildings because they rent, but we're willing to work with anybody. The grant wouldn't preclude you from working together with the private school just because there are far worse

to look into the details. That's a good question. So I'll get back to you on that. >> And just to clarify to one point, so I don't want parents who are listening to this to think that if their kid is

in a private school or charter whatever kind of school in the city, that if it's not an MPs school, that they would not have any follow from the health department, that is not the case. And if they're

if your kiddos screening elevated and you know, our to Perez is in or intervening, we will work with any family. So it's not just MPs Passat and Stanley word. It's wherever that rates were back at is

right where we are there. So. >> Even if it's even if the student is a goes to school in a suburban school. >> Yeah. If they live in Milwaukee yesterday and the coordinator in other jurisdictions in

the past, it's not and yeah, we have a league expecially it states that your levels we have to find out. >> Anywhere where that kid goes and then work again, your example, they attend a school, a

different district. We have to work with that health departments to get to the school us to go to Madison every once a month. We have to find out of this. Maybe is there like placing coming from

there. So we have to look at and checked every location again, most the time. It is a home but not exclusively and sometimes are getting poisoned from multiple locations. So this is why we have to

take all locations in the consideration. Excellent. All right. Any other questions for the health department? Thank you all very, very much. Thank you, chair. >> Thank you all. So today to now. 25.

This is a marathon of the day for them. Starting with the committee meeting this morning and are hearing tonight the public hearing will be will start at 6.30, this evening in the council chambers

Room 3, 0, 5 here at City Hall in the People's House. All are welcome. We'll have 2 or 2 and a half minutes. Maybe 3 minutes to give the full Common Council. A piece of your mind. How look forward to

seeing their this meeting is now adjourned. Well, and Alderwoman more moves to hold file. Our only agenda item today filed 2, 6, 0, 0, 0, 1, to the call of the chair hearing. No objection. So ordered.

The speeding is now adjourned.