Bocc Regular Meeting

1

CAPTIONING

JANUARY 23, 2014

BOCC REGULAR MEETING

AFTERNOON SESSION

***This is not an official, verbatim transcript of the ***following meeting. It should be used for informational ***purposes only. This document has not been edited; ***therefore, there may be additions, deletions, or words ***that did not translate.

>MARK SHARPE: WELCOME BACK TO THE AFTERNOON SESSION OF OUR BOARD AGENDA-- OUR BOARD MEETING.

MS.SUBADAN, WHEN WE LEFT, YOU WERE JUST STARTING, AND I THINK WE'RE ALL FRESH AND READY TO GO, SO IF YOU WANT TO--

>LES MILLER, JR.: [INAUDIBLE]

>SHARON SUBADAN: THANK YOU, COMMISSIONERS.

SHARON SUBADAN, DEPUTY COUNTY ADMINISTRATOR.

I WANTED TO START BY SAYING EVERY DAY THOUSANDS OF COUNTY EMPLOYEES WORK HARD TO DELIVER EXEMPLARY SERVICES TO OUR COMMUNITY.

MANY ARE DOING MORE WITH LESS BUT DO SO WILLINGLY.

WE HAVE AWARD-WINNING PROGRAMS THAT HAVE BEEN NATIONALLY RECOGNIZED IN EVERY-- JUST ABOUT EVERY DEPARTMENT IN OUR COUNTY.

WHILE WE HAD MANY WELL-MEANING EMPLOYEES THAT WORKED IN OUR HOMELESS RECOVERY PROGRAM, WE CAN SAY THAT WE KNOW THIS PROGRAM PERFORMED BELOW OUR LEVEL OF EXPECTATIONS.

I CANNOT SAY THAT THERE ARE ANY EXCUSES FOR THIS AND WHY IT OCCURRED, I CAN ONLY OFFER THAT THIS IS A NEW DAY IN OUR SOCIAL SERVICES DIVISION.

WE'RE MOVING IN A NEW DIRECTION, AND 13 WEEKS AGO WE HIRED AUDREY ZIEGLER BACK AS OUR DIVISION DIRECTOR, AND AUDREY HAS QUICKLY MOVED TO ESTABLISH A NEW LEADERSHIP TEAM IN THE DIVISION OF SOCIAL SERVICES.

WITH US TODAY IS HER QUALITY ASSURANCE MANAGER, WHICH IS A NEW POSITION FOR US, MARIA GILLIS, AND WE'VE ALSO HIRED NEW SERVICE CENTER DIRECTORS.

AT WEST TAMPA, JESUS OTERO HAS JOINED THE COUNTY EFFECTIVE THIS WEEK, CASSIEBLAYLOCK HAS BEEN PROMOTED INTO THE POSITION OF SERVICE CENTER MANAGER, AND WE WILL ALSO BE HIRING FROM THE OUTSIDE SHALEWA NOEL-THOMAS, WHO WILL BE AT OUR UNIVERSITY CENTER.

I'M TELLING YOU THIS BECAUSE WE KNOW THAT WE HAVE SOME CHALLENGES AT OUR NEIGHBORHOOD SERVICE CENTERS.

OUR PHYSICAL INFRASTRUCTURE NEEDS TO BE UPGRADED.

WE'VE RECEIVED FUNDING FROM YOU THROUGH THE BUDGET PROCESS, AND THE PLANNING PHASE IS IN PROCESS RIGHT NOW FOR US TO HAVE A MORE FUNCTIONALLY SUITABLE AND AESTHETICALLY CORRECT LOCATIONS FOR OUR COMMUNITY TO BE SERVED AND FOR THEM TO HAVE A GOOD CUSTOMER EXPERIENCE IN OUR NEIGHBORHOOD SERVICE CENTERS, BUT IN ADDITION TO THE PHYSICAL INFRASTRUCTURE, WE'RE ESTABLISHING LEADERSHIP THAT CAN HELP THE EMPLOYEES WHO ARE THERE TO BE PROPERLY TRAINED AND EFFECTIVE IN DELIVERING SERVICE IN OUR COMMUNITY.

I ALSO WANTED TO SAY THAT HOMELESSNESS, AS WAS OBVIOUSLY DISCUSSED THIS MORNING, IS A COMMUNITY PROBLEM THAT DEMANDS A COMMUNITY RESPONSE.

WE ALL HAVE DIFFERENT ROLES IN HILLSBOROUGH COUNTY, AND THE HOMELESS PROVISION OF SERVICES IS LIKE A PUZZLE.

WE ARE JUST ONE PIECE OF THE PUZZLE.

WE BELIEVE THAT UNDER THE NEW LEADERSHIP OF THHI, THEY WILL BE THE PUZZLE MASTERS THAT BRING THE PUZZLE TOGETHER IN A CONSOLIDATED WAY SO THAT WE CAN DELIVER A COORDINATED SERVICE DELIVERY TO OUR COMMUNITY.

EMERGENCY/BRIDGE HOUSING, WHICH WE'RE GOING TO DISCUSS WITH YOU TODAY, IS ONLY ONE PIECE OF THE PUZZLE.

IT'S NOT THE SOLUTION FOR HOMELESSNESS, IT'S JUST ONE PIECE OF THE PUZZLE, AND WE BELIEVE THAT IT'S OUR RESPONSIBILITY TO DELIVER OUR PART OF THE PUZZLE IN THE BEST WAY POSSIBLE.

SO WITH THAT SAID, I'D LIKE TO BRING AUDREY UP.

SHE WILL DISCUSS WITH YOU WHAT'S HAPPENING RIGHT NOW IN OUR NEIGHBORHOOD SERVICE CENTERS WITH THE HOMELESS POPULATION, AND THEN I'LL BE BACK TO DISCUSS THE CONTRACT WITH YOU IN MORE DETAIL.

>MARK SHARPE: WELCOME, MA'AM.

>AUDREY ZIEGLER: GOOD AFTERNOON, COMMISSIONERS.

AUDREY ZIEGLER, SOCIAL SERVICES DIVISION DIRECTOR.

TODAY I'D LIKE TO COVER WITH YOU BRIEFLY THE FIRST TRANSITION PHASE OF THE HOMELESS RECOVERY PROGRAM CLOSING DECEMBER 31st.

BEFORE I DO SO, THERE WAS MENTION EARLIER OF AFFORDABLE HOUSING DEPARTMENT AND CODE ENFORCEMENT, AND I WOULD LIKE TO EXTEND A THANK YOU TO THEM FOR JOINING OUR TEAM AND HELPING US SOLVE SOME OF THE ISSUES THAT WERE IDENTIFIED EARLY ON, AND MOST RECENTLYDOUG BELDEN, OUR TAX COLLECTOR, WHO'S JUMPED IN ALSO TO BE A PART OF OUR SOLUTION.

THE HOMELESS RECOVERY OFFICE CLOSED ITS DOORS ON

DECEMBER 31st.

PRIOR TO THAT, SOCIAL SERVICES TEAM WORKED VERY CLOSELY WITH AFFORDABLE HOUSING TO IDENTIFY THE CASES AND THE SERVICES THAT WE WERE PROVIDING AT THAT OFFICE.

AS OF TODAY, WE TRANSITIONED 16 CASES OF HOMELESS INDIVIDUALS WHO WE THINK ARE DISABLED AND ON THE DISABILITY TRACT TO RECEIVE SOCIAL SERVICES IN SOCIAL-- SOCIAL-- I'M SORRY -- DISABILITY INCOME.

THOSE CASES HAVE BEEN TRANSITIONED TO THE NEIGHBORHOOD SERVICE CENTER AND ARE CURRENTLYBEING CASE MANAGED BY SOMEONE ON THE NEW TEAM.

AS PART OF THE TRANSITION, WE IDENTIFIED FIVE CASE MANAGERS WITHIN THE SOCIAL SERVICES TEAM, AND WE TRAINED THEM ON HOW TO DEAL WITH THIS POPULATION.

HISTORICALLY, HOMELESS RECOVERY HANDLED ALL OF OUR HOMELESS INTAKE, SO WE WEREN'T REALLY GEARED UP TO TAKE THAT NEW POPULATION WITH THEIR CHALLENGES AND THEIR BARRIERS AND ADDRESSING THEIR NEEDS, SO WE TRAINED OUR STAFF, AND WE HAVE ONE LOCATED AT EACH OF OUR NEIGHBORHOOD SERVICE CENTERS, AND WE'VE IDENTIFIED OUR GRANTS AND QUALITY ASSURANCE MANAGER TO OVERSEE THAT PROCESS.

WE CREATED A FOCUSED INTAKE PROCESS TO IDENTIFY HOMELESSNESS IMMEDIATELY.

WE DIDN'T WANT THIS TRAFFIC TO GET MERGED OR MIXED IN WITH THE TRADITIONAL NEIGHBORHOOD SERVICE CENTER, WE WANTED TO MAKE SURE THAT THEY WERE ON AN EXPEDITED TRACT TO RECEIVE HOMELESS SERVICES.

THAT TRIAGE IS OFFERED AT OUR NEIGHBORHOOD SERVICE CENTERS AT THE FRONT DESK AND IT'S ALSO OFFERED VIA A PHONE LINE THAT WE DEDICATED, WHICH IS MANNED, AND THAT PHONE LINE IS DEDICATED TO ANSWERING QUESTIONS REGARDING THE CLOSURE OF THE CENTER AS WELL AS PROVIDING THAT QUICK SCREENING SO THAT WHEN SOMEONE DOES SHOWUP AT THE CENTER AND THEY'VE CALLED THAT LINE, WE KNOW THEY'RE COMING AND WE KNOW THEIR CHALLENGES AND WE CAN GET THEM IMMEDIATELY BACK TO THAT CASE MANAGER.

I WANT TO STRESS THAT THERE'S NOT A WAIT FOR THOSE INDIVIDUALS AND FAMILIES, THERE'S NOT AN APPOINTMENT, THEY'RE SEEN ON THE SAME DAY.

THE NEXT SLIDE IS A QUICK PROCESS FLOW I'D LIKE TO REFER TO YOU.

WE'RE IMPLEMENTING A PROCESS NOW WHERE EVERYTHING WE DO WILL BE PROCESS MAPPED.

AS YOU CAN SEE, AT THE TOP LEFT, AN INDIVIDUAL OR FAMILY SEEKING SHELTER, WHETHER IT'S THROUGH THE EMPLOYMENT OR THE-- THE REFERRAL LINE OR THE OFFICE OF ONE OF THE NEIGHBORHOOD SERVICE CENTERS IS SCREENED USING THE ELECTRONIC SCREENING PROCESS, AND IF WE IDENTIFY THEY'RE HOMELESS, THEN THEY CONTINUE ON TO THE RIGHT.

IF THEY'RE NOT TRULY HOMELESS AT THE TIME OF APPLICATION, THEN, LIKE I SAID, THEY'RE TRANSITIONED TO THE NEIGHBORHOOD SERVICE CENTER PROCESS.

IF THERE'S A HOMELESS FAMILY, THEY'RE OFF TO THE RIGHT-HAND SIDE, THE PINK COLUMN, WHERE THEY'RE OFFERED MOTEL STAYS, AND THOSE MOTEL NIGHTS THAT WE'RE PROVIDING ARE INSPECTED BY OUR CODE ENFORCEMENT.

SO WE'RE PLACING THEM IN IMMEDIATE SHELTER.

WE'RE OFFERING CASE MANAGEMENT SERVICES TO LINK THEM TO SERVICES IN THE COMMUNITY, HELPING THEM FIND EMPLOYMENT, AND HELPING THEM FIND STABLE-- A STABLE LIVING CONDITION.

DURING THAT TRANSITION, WE'RE WORKING VERY CLOSELY WITH THEM WITH A CASE PLAN, AND WE EXPECT COMPLIANCE WITH THOSE CASE PLANS.

WE'RE WORKING TOWARDS AN OUTCOME.

ONCE THEY'VE IDENTIFIED A PLACE TO LIVE, WE'RE HAVING THAT RESIDENCE INSPECTED, AND THEN WE'RE CONTINUING ON A CASE PLAN TO ENSURE THAT THEY CAN REMAIN STABLE.

OF COURSE, THIS IS A NEW PROCESS, SO WE HAVEN'T EXPERIENCED THAT YET.

WE'RE STILL, YOU KNOW-- WE JUST IMPLEMENTED THIS EFFECTIVE JANUARY 2nd, BUT WE DO HAVE FAMILIES ALREADY ENGAGED.

FOR THE SINGLE TRACT, IT'S EXACTLY THE SAME, BUT RATHER THAN USING A MOTEL, WE'RE UTILIZING SALVATION ARMY, WHICH IS CHARGING US $10 A NIGHT, AND WE'RE HOPING TO TRANSITION THOSE SINGLE INDIVIDUALS WITHIN 30 DAYS TO PERMANENT HOUSING.

SOME OF THE THINGS WE'VE LEARNED FROM CLOSING-- FROM THE EXPERIENCE WE'VE HAD WITH HAVING TO CLOSE THE HOMELESS RECOVERY PROGRAM ARE THAT COMMUNITY NONPROFITS HAVE SIGNIFICANT EXPERTISE AS THE HOMELESS PROVIDERS.

THEY ARE MORE FAMILIAR WITH THE ISSUES, THE BARRIERS, THE OBSTACLESFACING THIS GROUP, IT'S NOT JUST AN ELIGIBILITY DECISION SUCH AS WHAT WE'RE GEARED UP FOR AT THE NEIGHBORHOOD SERVICE CENTERS.

THE HOMELESS RECOVERY PROGRAM HADA HISTORY OF TREATING SYMPTOMS, THEY WEREN'T WORKING WITH CASE PLANS, THEY WEREN'T WORKING TOWARDS OUTCOMES, THEY WERE PROVIDING MEANINGLESS ACTIVITIES FOR THESE INDIVIDUALS AND FAMILIES TO DO, AND THOSE -- IF SOMEONE PROVED COMPLIANT WITH THOSE ACTIVITIES, THEY WERE EXTENDED ANOTHER TWO WEEKS, TWO WEEKS, TWO WEEKS, AND, OF COURSE, WE DIDN'T EVEN KNOW SOME OF THE CONDITIONS IN WHICH WE PLACED THEM.

WE LEARNED THAT WE SHOULD PROVIDE PROGRAMS WITH SAFE HOUSING AND SUPPORTS TO ASSIST IN THEIR SUCCESS, AND WE ALSO LEARNED THE OPTIMAL SOLUTION IS TO WORK IN PARTNERSHIP WITH TAMPA HILLSBOROUGH HOMELESS INITIATIVES AND THE NONPROFITS.

OUR FUNDING SHOULD BE LINKED TO MEASURABLE OUTCOMES, AND, OF COURSE, OUR PROGRAMS NEED TO BE ACCOUNTABLE.

I'M GOING TO TURN IT OVER TO SHARON TO PROCEED WITH THE RFA PROCESS FOR THE NEXT PHASE, AND THEN I'LL TAKE QUESTIONS.

>SHARON SUBADAN: THANK YOU, AUDREY.

EMERGENCY/BRIDGE HOUSING ALLOWS US TO TARGET OUR EFFORTS TO FAMILIES AND INDIVIDUALS WHO EXPERIENCE SUDDEN HOMELESSNESS AND THEY NEED IMMEDIATE SHELTER.

IT ALSO HELPS US TO -- OR ALLOWS US TO HELP THOSE WHO ARE AWAITING A PERMANENT HOUSING SOLUTION SUCH AS HOUSING THROUGH A VASH VOUCHER OR SSIAND THEY HAVE AN INTERIM PERIOD WHERE THEY HAVE NOWHERE TO LIVE, AND WE WANT TO HAVE THE OPPORTUNITY TO GIVE THEM SERVICES -- HOMELESS SERVICES AS WELL AS WRAP-AROUND SERVICES WHILE THEY WAIT FOR THEIR PERMANENT SOLUTION, WHICH IS BRIDGE HOUSING.

DURING OUR PROCESS, WE WENT OUT TO THE COMMUNITY THROUGH A PROCESS THAT'S VERY SIMILAR TO AN RFP, AND WE SOLICITED APPLICATIONS FOR LEAD AGENCIES TO PROVIDE EMERGENCY/BRIDGE HOUSING.

OUR TARGET WITH EMERGENCY/BRIDGE HOUSING IS 45 TO 90 DAYS, AND THE GOAL WHILE INDIVIDUALS ARE IN EMERGENCY OR BRIDGE HOUSING IS TO IDENTIFY A PERMANENT HOUSING OPTION FOR THEM AND HELP THEM TO OVERCOME THE BARRIERS THAT FACE THEM THAT PREVENT THEM FROM GETTING INTO PERMANENT HOUSING.

WE RECEIVED THREE DIFFERENT APPLICATIONS, ONE FROM METROPOLITAN MINISTRIES THAT FOCUSED ON FAMILIES AND CHILDREN, ONE FROM ACTS THAT FOCUSED ON INDIVIDUALS WITH MENTAL HEALTH AND SUBSTANCE ABUSE ISSUES, AND ONE FROM SALVATION ARMY THAT PRIMARILY FOCUSED ON INDIVIDUALS BUT ALSO DID HAVE SOME-- SOME OUTREACH TO FAMILIES AS WELL.

THE EVALUATION TEAM THAT CAME TOGETHER -- WE DID NOT SCORE THESE APPLICATIONS AGAINST EACH OTHER BECAUSE EACH OF THEM TARGETED A DIFFERENT POPULATION AND ALSO PROVIDED A DIFFERENT SOLUTION, BUT WE DID EVALUATE THEM.

THE TEAM INCLUDED MYSELF AND MARIA BARCUS FROM THHI, ROGER CASEY -- DR. ROGER CASEY FROM VETERANS ADMINISTRATION,

DR. MICHAEL DOW FROM USF MENTAL HEALTH, QIANA DAUGHTRY FROM THE CITY OF TAMPA HOUSING.

EACH OF US BROUGHT A DIFFERENT PERSPECTIVE TO THE TABLE, BUT AS WE SCORED EACH OF THE APPLICATIONS, WE FOUND THAT EACH OF THEM HAD SIGNIFICANT BENEFIT TO THE TARGET POPULATION THAT WE WERE TRYING TO REACH, AND WE AGREED -- WE HAD A CONSENSUS AGREEMENT THAT WE SHOULD MOVE FORWARD WITH NEGOTIATIONS WITH EACH OF THE VENDORS TO PROVIDE SOLUTIONS FOR THE TARGET POPULATIONS THAT THEY HAD IDENTIFIED.

TODAY WE'RE BRINGING FORWARD THE METROPOLITAN MINISTRIES CONTRACT, WHICH IS TARGETED TOWARDS CHILDREN AND FAMILIES.

THIS IS THE FIRST OF THREE THAT YOU WILL SEE, AND THE REASON THAT WE'RE ONLY BRINGING ONE TODAY IS THAT THIS ONE WAS REALLY IN CLOSE TO READY-TO-GO CONDITION AS WE MOVED TOWARDS THE NEGOTIATION PHASE.

THE OTHER TWO NEED A LITTLE BIT MORE WORK.

IN THIS RECOMMENDATION, THEY HAVE PRICED US ON A PER-UNIT BASIS FOR 48 UNITS ON THEIR CAMPUS, SERVING FAMILIES AND CHILDREN-- FAMILIES WITH CHILDREN AND SINGLE WOMEN.

IN ADDITION TO THAT, THEY'VE ALSO IDENTIFIED 12 COMMUNITY-BASED APARTMENTS, TWO- AND THREE-BEDROOM APARTMENTS, THAT THEY WOULD LEASE FOR INDIVIDUALS THAT THEY WOULD RATHER KEEP IN THEIR COMMUNITY RATHER THAN HAVE THEM LIVE ON CAMPUS.

WE BELIEVE WITH THE MAXIMUM OF 90 DAYS THAT WE ARE EXPECTING WITH THIS PROGRAM, A MINIMUM OF 240 FAMILIES PER YEAR CAN BE SERVED WITH THIS MODEL.

ADDITIONALLY, $100,000 HAS BEEN IDENTIFIED FOR SUBCONTRACTORS THAT EACH OF THESE-- THE LEAD AGENCIES CAN-- CAN CONTRACT WITH WITH OUR APPROVAL FOR ADDITIONAL SERVICES.

SO, FOR EXAMPLE, IF THERE'S A SMALL ENTITY THAT WAS NOT BIG ENOUGH TO BE A LEAD AGENCY THAT HAD A HOMELESS SOLUTION THAT WAS CONSISTENT WITH A NEED, PERHAPS OUR LEAD AGENCIES WILL BE ABLE TO PARTNER WITH A SMALLER ENTITY TO PROVIDE THE SPECIFIC NEED.

SO ONE OF THE QUESTIONS THAT CAME UP IN PUBLIC COMMENT THIS MORNING WAS HAVE WE CONSIDERED YOUTH 18 TO 23.

THIS MAY BE AN OPPORTUNITY FOR ONE OF THE PARTNER AGENCIES TO-- TO PROVIDE THAT VERY SPECIFIC AND TARGETED -- HOUSING FOR THAT SPECIFIC AND TARGETED AUDIENCE.

THE ANNUAL CONTRACT AMOUNT IS CLOSE TO $1.2 MILLION.

IN THEIR PROPOSAL, METROPOLITAN INCLUDED THEIR LOGIC MODEL.

THEY SHOWED US WHAT THEIR INPUTS WOULD BE, THEIR OUTPUTS WOULD BE, AND MORE IMPORTANTLY FOR US, THEIR OUTCOMES.

THE OUTCOMES THAT THEY EXPECT IN THE SHORT-TERM ARE 50 FAMILIES OR SINGLE WOMEN PER WEEK APPLYING FOR SHELTER, 80% OF THE CLIENTS TO COMPLETE INTAKE, AND FOR 95% OCCUPANCY AT ANY GIVEN TIME IN THE EMERGENCY SHELTER.

IN THE MEDIUM-TERM, 85% IN SHELTER DEVELOP A HOUSING STABILITY PLAN AND 80% PARTICIPATE IN HOUSING STABILITY PLAN AND LINKED-- ARE LINKED TO SERVICES THAT THEY NEED.

AND IN THE LONG-TERM, 80% OF PARTICIPANTS IN THE HOUSING STABILITY PLAN WILL MOVE INTO STABLE HOUSING, PERMANENT HOUSINGOR TRANSITIONAL HOUSING OR SEEK A MENTAL HEALTH TREATMENT PROGRAM OR EVEN BE REUNITED WITH FAMILY AND FRIENDS.

AS I SAID BEFORE, CONTRACT NEGOTIATIONS ARE IN PROCESS WITH THE AGENCY FOR COMMUNITY TREATMENT SERVICES, ACTS, AND WITH THE SALVATION ARMY.

INCLUDED IN OUR PROPOSAL TODAY IS OVERSIGHT AND MONITORING BECAUSE WE KNOW THAT ANY SERVICE -- ANY PARTNER SERVICE, ANY P3, OR ANY CONTRACTED SERVICEIS REALLY ONLY AS GOOD AS THE APPROPRIATE CONTRACT MANAGEMENT AND OVERSIGHT THAT WE PROVIDE.

WE HAVE INCLUDED TWO CODE ENFORCEMENT OFFICERS, TWO CASE MANAGERS, AND A CONTRACT MANAGER AS PART OF OUR OVERSIGHT PROCESS FOR THIS ENTIRE PROGRAM, AND THAT WILL BE IN ADDITION TO THE REQUIREMENTS THAT ARE IN THE CONTRACT FOR OVERSIGHT OF THE ACTUAL RESIDENTS THROUGH METROPOLITAN.

SO IN OUR FUTURE DIRECTION, THIS CONTRACT TODAY IS A ONE-YEAR TERM WITH A ONE-YEAR EXTENSION.

WE BELIEVE THAT DURING THIS TIME FRAME, THHI WILL BE MATURING IN THEIR EFFORTS TO-- AS THE DESIGNATED LEAD AGENCY TO PERFECT COORDINATED INTAKE.

WE WILL HELP THHI WITH CONTINUING THE HOUSING FIRST MODEL AND USE THESE OPPORTUNITIES TO HELP PEOPLE TO GET INTO PERMANENT HOUSING OR PERMANENT SUPPORTIVE HOUSING, WHICH ALL OF THE RESEARCH SHOWS IS THE MOST EFFECTIVE SOLUTION FOR THOSE IN HOMELESSNESS.

I WOULD BE REMISS IF I DID NOT SAY THANK YOU TO ALL OF THE PARTNERS THAT PARTICIPATED.

AFFORDABLE HOUSING HAS BEEN AN INCREDIBLE RESOURCE, CODE ENFORCEMENT HAS BEEN AN INCREDIBLE RESOURCE, OUR FOLKS IN FISCAL AND SUPPORT SERVICES, THHI, ALONG WITH THE SOCIAL SERVICES STAFF.

WE HAVE ALL REALLY WORKED TOGETHER TO TRY TO BRING THIS TO YOU AS A SOLUTION FOR OUR COMMUNITY IN A PRETTY QUICK TURNAROUND TIME.

SO WITH THAT SAID, I'M OPEN TO ANY QUESTIONS.

>MARK SHARPE: COMMISSIONER MURMAN.

>SANDRA MURMAN: THANK YOU, SHARON.

I'LL HAVE A FEW QUESTIONS LATER TO-- I MEAN, ARE YOU DONE WITH THE PRESENTATION?

IS THIS IT?

>SHARON SUBADAN: YES.

>SANDRA MURMAN: OKAY.

FIRST OF ALL, I CAME TO YOU-ALL AND ASKED YOU TO PUT IN THE AMOUNT FOR THE-- FOR CONTRACTS BECAUSE I KNOW COMMISSIONER HIGGINBOTHAM AND I BOTH HAVE PROVIDERS IN OUR DISTRICTS, MARY AND MARTHA HOUSE IN RUSKIN, AND I KNOW YOU HAVE SEVERAL IN BRANDON, I THINK, AT SOME OF THE CHURCHES THAT HAVE BEEN INTERESTED IN PARTNERING WITH US, AND I JUST WANT TO MAKE SURE THAT THERE'S NOT GOING TO BE THIS I OWN THE CONTRACT, THEREFORE, WE'RE NOT GOING TO DO BUSINESS WITH YOU.

I WANT TO MAKE SURE THAT THERE IS OPPORTUNITY TO DO BUSINESS WITH THESE OTHER PROVIDERS.

THEY WANT TO DO BUSINESS WITH US.

IN FACT, MARY AND MARTHA HOUSE TOLD ME THAT THEY WERE TURNED AWAY WHEN ASKED IF THEY COULD APPLY, AND-- WHICH WAS A SURPRISE TO ME.

BUT ANYWAY-- SO YOU'RE SURE-- WHAT-- WHAT DOES THE EXACT WORDING IN THE CONTRACT SAY FOR THE $100,000?

>SHARON SUBADAN: I DON'T HAVE THE EXACT WORDING IN MY HEAD.

I CAN CERTAINLY FURNISH YOU WITH THE WORDING, BUT THE INTENT IS THAT IF THERE IS THE ABILITY TO HAVE THESE KIND OF PARTNERSHIPS THAT IT WOULD HAVE TO COME TO THE COUNTY FOR US TO BLESS IT, FOR US TO ENCOURAGE IT, TO MAKE SURE THAT IT WAS COMPLIANT WITH WHAT WE ARE LOOKING FOR AS PART OF THIS PROCESS.

THE REASON-- WE DIDN'T TURN ANYBODY AWAY PER SE, BUT IN DOING THIS, WE DID HAVE TO ESTABLISH CRITERIA FOR A LEAD AGENCY.

MARY AND MARTHA HOUSE IS A GREAT ORGANIZATION, BUT THEIR CAPACITY IS VERY SMALL, AND WE WANT TO MAKE-- WE WANTED TO MAKE SURE THAT WHOEVER TOOK THIS HAD A SIGNIFICANT AMOUNT OF RESOURCES TO BE THE LEAD AGENCY, RECOGNIZING THAT THERE WOULD BE OPPORTUNITIES FOR SMALLER ENTITIES TO PARTNER WITH THE LEAD AGENCIES IN PROVIDING THE SERVICE.