you Good evening, everyone. Welcome to the May 7th, 2025 meeting of the Urishel Industrial Development Agency. It's 7.30 p.m. in the City Council conference room. City Hall Neuroshell, New York. Love saying that, that's my favorite part. The meeting of the Neuroshell IDA is now called to order. Can the staff please call the roll? How's Andrew? Here? Greenbird? Here? Oshin Loya O'Malley IELA We also have staff the second director Adan Saldata here, my deputy commissioner of development Jorge, my self-catrassivers and and Dunley. Wonderful, thank you. Are there any announcements for the board? Nothing. Okay, good. Great, and we'll move on to the agenda for tonight. The first item on the agenda is the approval of the March 26, 2025 board minutes. Is there a motion to approve the minutes? Some. A. Thank you. All in favor? Aye. Opposed? Thank you. So the passes unanimously. Wonderful. So that's out of the way. The next item is the approval over to resolution actually for the North Avenue East LLC, 583 North Avenue refinancing. So staff if you could kindly give us a brief description of this item. Thank you Rob. The resolution before the simplistic description of the item. I want you to do this. The resolution before you this evening pertains to the property located at 583 North Avenue. It's a project previously approved by the IDA and structured under a standard lease loose faculty arrangement. The IDA retains a lease hold interest in the property to confer the associated tax exempt status and benefits. The current action relates specifically to a refinancing of the existing debt through a ground lease transaction of the property by the project sponsor North Avenue East LLC. Importantly, this is not a request for any new or additional financial assistance from the IDA. The sole purpose is to provide the consent required under the original closing documents for the project, which stipulate that the IDA approval is needed before any refinancing can proceed. The consent preserves the IDA's existing legal structure and has been reviewed by our Transaction Council with no fiscal or operational changes to our position. Matt Dudley from Harris Beach and Bob Young from the development team are both here and are available to answer legal or technical questions you may have. Well, the beauty of this is that you said something in the very last line. It doesn't cost us any more money and the reason they're here is because we have to approve them changing the structure of the need is up there. The sale, these back sort of kind of fun. I live in this world, so I understand them and they could be a bit complex, but it's just a financing that they're going to be getting on the lease hold interest that they have. And the important thing that I read and I could express to everyone else here that doesn't understand it is that everything that we've done is still protected. So anything that's changed is subordinate to our interest and rights. So no matter what happens, we get our piece of the pie first before anyone else. So that's kind of an over-sensistic way of saying that, but in essence, and this is something that we typically will do when we have these structures. So this is not the first time we do this. This is kind of a 101 for us a blocking attack line. But there's any questions? Anybody? No? No? Is this the thing that yields about something K for their financing? Is this the same thing? No. No. Other? Okay. Great. Just to change the financing structure of the teal, just kind of a very financing. Oh. Okay. With no further question, I'd ask for a motion to approve. Howard, thank you. Second, anyone? Second. Second. Thank you. All in favor? Aye. Opposed? And, past the unanimous. Thank you. Everyone? Thank you. The next item, actually, was a pretty short agenda for the the IDA. Is there any other new business that anyone has discussed we want to talk about. Yeah, nothing. Okay. The next meeting then will be scheduled for Wednesday, May 28th. I can't believe it's May already. May? The end of the day. The end of the day. We had a little bit. Yeah, we had to catch up a little bit, but we always hit the number. So it's going to be May 28th, 2025 at 730 p.m. Is there a motion to adjourn the FDA? So, second? Wonderful. Oh, through. On favor. Hi. Okay, past agenda, thank you. Thank you, everyone. Full roll. Right into the CLV, then. Say. Was it a CLV? Again, welcome everyone to the May 7, 2025 meeting of the NERSHEL Corporation for local development at 7,35, 7,36 pm in City Council conference room in City Hall, NERSHEL. The meeting of the N the show, Corporation for Local Development is now called to order. Can staff please call the roll? I'll show them, John. Here? Ocean Boyd. Here. Greenbird. Here. O'Malley. Here. Hi, Ella. And Elander and I do see our outs tonight at Accident. Thank you. Are there any announcements you have for us? Yeah. Yeah. Yeah. No. No? I'm checking. No. Great. So therefore we'll just go right to the agenda. So first on the agenda as it is in most instances is the approval of the last four minutes, which were taken on March 26, 2025. Can I have a motion to approve? So, is there a second? Thank you. All in favor? Aye. Opposed? Non-pastigian, I understand. Thank you. The next item is a presentation and resolution by live XYZ. Kindly. Let us know what's going on. Sure. I'm very excited to bring this to the Corporation for Local Development Board. This evening, this resolution is to authorize a contract, live xyz for place-based data mapping services and software solutions to ensure accurate up-to-date geographic and commercial information for the city of New Rochelle. This effort came out of our work in the Retail Bipons Initiative that will call the Vanguard New Rochelle Initiative and we have identified several problem buckets of interventions and one of them is sort of actively marketing and creating tools and and value-based solutions to help not only the residents find quality places to you know, die now to entertained, but also to help new businesses identify spaces that are, you know, that where the spaces are in zoning, that their uses are in compliance. So, and also for real letters to find, as a tool to help them assist in finding those spaces with their clients. So, we're really excited to work with LiveX, otherwise you'd have an extensive portfolio than a lot of work down in New York City where they were initially brought in by Duet, the Department of Information until telecommunications and technology, I don't know if it's still called anymore, but I'm dating yourself. I'm an old NYC or so. All the OG still call it Duet, even though it's OTI now. It's everything. Anyway, I'm really excited for Orheb and Tora, Deputy Commissioner for Economic Development for this city and for Chris Brattisich to introduce the item. Awesome. Can't wait to hear about it. Yeah, no, thank you for having us and very happy to introduce the Live It's Voice. The team fits here. and basically like like Adam said I'm going to give a few things that we implement the financial retail strategy which is helpful initiative to attract dynamic experience based business and vitalize key corridors in the city real-time round verify data is very important. And being able to monitor retail activity is essential to data. So the live map to be developed and the directorate to be developed by Live X, YC, we were to move forward offers a talk with that, which is a living tool that captures current businesses, vacancies, and trends across the city with a ton of information that could be leverage for a lot of emerging of data that we already have to understand better the built environment. What this does is that with this we can better support tenant recruitment, like mentioned, but also monitor the impact of our investments as your board very much supports and make data informed decisions to strengthen the downtown as a whole. This platform directly supports the Vanguard initiatives go to enhancing the commercial myths, activating public spaces and trying to sustainable retail growth in New York. With that, I'm gonna pass it on to Chris for them to say what their scope will be and what they can do. Right. My name is Chris Bratisage. Thank you so much, Deputy Commissioner Ventura and Commissioner Salgado. To the board, I'm the director of partnerships and growth at LiveXYZ. LiveXYZ was founded in 2014 with the mission of creating a map of the live world around us. And we were thrilled to hear that the City of New Rochelle is looking for enhanced data solutions with respect to its retail economy and overall storefronts and public facing places. Live XYZ historically has mapped over 100 cities across the country, most of the major cities during our development process. And we decided to put all of our attention and resources over the past several years into our partnership with New York City in which we have a citywide data license that supports all 300,000 plus staff across New York City government. Today, there are 40 plus agencies and 1,000 plus direct users across every major mayoral portfolio that are working with this data. And the reason that it's so valuable is because the closer that you look at maps from Google, Apple, any other types of companies that provide places data, the more time we spend with it, the more you realize that it doesn't accurately reflect the world around us. There are duplicate places, places that are in the wrong location, places that are not in their database whatsoever, places that don't exist but have been user generated. And so when it comes to the purposes of government operations, real estate, industry activity, it's critical to actually have ground truth information about the world around us. That mission led live XYZ to create what you see on the screen here. This is kind of the tip of the iceberg. You can zoom in, down to the block level. You can zoom out to all of the five burrows and you certainly will be able to do so in New Rochelle during the course of this year. Where down to the block level, you're going to see a pin at the main entrance of every public-facing space in the city. That does not include residential or office spaces, specifically we're looking at storefronts, which are public-facing places that are accessible from the street. For Newer Shell we'll also be indexing the above ground floor spaces and the interior spaces within New Rock City. And the reason that Live XYZ is so unique is there's many companies that claim to have lists of businesses, et cetera. Live XYZ is built on the ground as a digital toy in what your city actually has. Our information is updated through comprehensive ground surveys by employees who are hired and managed by our team to make sure that the routing is being done consistently on a quarterly basis so that the information is ground truth verified on a quarterly basis. We also have technology systems. We have proprietary mobile apps that our map team uses. We have cloud-based infrastructure for tracking how spaces change over time. And that's really what we do. We have an infrastructure every single main entrance in New Rochelle for a storefront or public-facing space. We'll have a space ID over time, different place IDs will be the occupants of those space IDs. We'll track whether a space is occupied or unoccupied. And if it is occupied, we're going to carefully classify what type of business establishment is it. How do you contact this business? What is their digital presence in terms of a website and social media? And provide all of that through a platform that is very user friendly. So just in New York City, alone last year, we did over half a million ground verifications to almost 50,000 photographs. This is boots on the ground's tough work that we're doing in Rainer Shine, and it's become citywide data infrastructure. So this body of work spans many different gut facets of government and some of the primary objectives and outcomes have come around economic growth, promotion and tourism, making sure that every business is visible to the public and every place you can go is there. Policy and analysis, data driven, capital allocation based on the exact corridors and segments of the city that need resources the most, transportation planning, etc. Operations and outreach, just having an up-to-date list of businesses with their phone numbers and email addresses is a game changer from a small business development perspective. I then saved the emergency response over time if there's interest in ultimately getting this information really into any government organization under the mayor or any of the economic development partners, we're gonna make it happen and we're excited to provide that citywide infrastructure. Live XYZ is also interoperable with any other third-party systems. This is basically like when you talk about the concept of bad data. Live XYZ is the antidote to bad data. It's nicely formatted, it's clearly labeled, it's consistently categorized. You're gonna be able to very easily upload the live map of New Rochelle to New Rochelle's web properties, category-based maps to social media. You know, you think about kind of all different types of cultural groups that will be able to be represented in a map format. You also have the ability to upload data into CRMs, mailing tools, very easy to download to spreadsheets. We also have high performance APIs that include an integration into ArcGIS online, which is the gold standard as far as geographic information analysis. To give you a few visuals of what this looks like, live XYZ's tools include on the left, the data directory, which is effectively your, spreadsheet in the cloud that can be very easily filtered to any subset of the data industries, specific corridors and zones, et cetera. In the middle, you have the reporting suite, which I'll go into a little bit further, and then you have the maps. And we'll be preloading a bunch of maps based on Jorge and the team's guidance in terms of where you want to have consistent reporting and keep a track of trends. You can also just draw a boundary. So if in the event that, for example, when incidents happen in New York City, whether that's construction, whether that's an explosion, people are drawing circles around the area that's affected and then contacting those businesses. So there's just an opportunity to, it was really living. We like to say that the map is the app. So we make that much more intuitive. The Shocker City program in New York City can definitely be replicated and built upon in terms of promotion, public facing, assets that promote the New Rochelle economy. Those can also be embedded on partner websites. We have dozens and dozens of other organizations in New York City, including trade publications and newspapers as well as the business improvement districts and chambers of commerce that are utilizing these tools. You'll be able to track in New Rochelle and all the different zones, what the occupancy and vacancy rates are over time, understand what is happening from a category perspective. If you just look quickly in this specific zone, there are today 310 restaurants. That is 33 fewer restaurants than there were pre-pandemic in the case of this snapshot. So you're going to be having quarterly, consistently, indexed information with 100 subcategories that we manage actively across all the places. We're definitely a data infrastructure partner, so we're going to be open to feedback that we get as we're doing our initial mapping, as we're continuing to work with the data. And we have ways to work with signals from our partners within the economic development community. If there's any feedback about what's happening in the space, the example of ghost kitchens has come up in New York City where it looks like it's vacant, but actually there's a tenant there and they just have the cardboard paper up. So we have a way to modify, even if our ground conditions assessment is that this place is unoccupied we can certainly make adjustments. You'll have an up-to-date list of recently closed and open businesses as well as a breakdown of vacancy tenure just a quick kind of interesting tidbit more than one-third of the vacant storefronts in New York City has been vacant for more than three years which are classified as as chronic vacancies. So those are types of things that maybe we could look as like ways to flag them if you're trying to track you know kind of segments and clusters of vacancies and look at those that are more liquid as the examples of you know what the real estate community might want to focus on where some of the chronic vacancies may require more capital improvements. You're gonna have a live map of the storefront vacancies in available spaces in New Rochelle. And just generally from a governance structure perspective, live XYZ will handle all of the technology. We've already had good validating conversations that were, you know, Simpati Code with your systems very easy to work with. The partnership with the Department of Development and the opportunity to get support from IDA and CLD on this is very meaningful and will enable all of the agencies and teams under the mayor, economic development partners to get access to this data and tools for all the different use cases that we've talked about here and more. So thank you very much. We're excited to continue to support the great work that you've already been doing. I think Newer Shell's business promotion, it's on the way up. You did some awesome work with zoning. We were the data source that New York City used to rezone the city, pass this with a much greater level of speed and confidence than they previously would have been able to. And also just to really understand the nature of your vacancies, what does economic development look like on a quarter to quarter basis? We're a company that is proud of what we do. I hope for the opportunity to get to know more of you over time and looking forward to working closely with the Office of Economic Development. So thank you very much. Your platform is very robust and I think I've seen it before. Are you in the city? Do you connect with Acres? Are you connected with Art? Acres, which is the property, real property, and all the records and stuff there. I didn't know if you guys are connecting with that. I think that's the executive department of building system. Right. There's no connectivity between what you do yet. So, historically, that's a great question. So specifically, in the case of New York City, we're not directly working with Acres right now, but the Department of Finance runs the New York City Tax Map, which is the property information portal. It was digitized and updated. Oh, we're the latest version of it was released in December of last year. We're being integrated directly into the Tax Map. So when the assessors are doing their assessments, they'll be able to click a button and then get the latest store for an occupancy report. I just mocked up an example for our working group last week and it's like, you know, I found an example of like a real building in New York City that has 10 storefronts and seven out of ten of them are vacant. That is material information for value and the property. Whereas we're able to break down in other properties, high occupancy levels, chain-based businesses with long tenure and potential implications in the other direction on evaluation. So we have a process of working with DOB, the public safety agencies, some of them take longer to integrate, but generally speaking, if there's a system that has storefront really relevant for it, there's a path to getting it done. I asked because that's good that you're there just so you know, you get to tax map you're gonna be able to get to address or at least contact or get there but I was saying for us because it'd be great. I mean mine's thinking like wow co-star would love to have access to this data because they could feed it up and have real lifetime. I mean we want it's not so much prepri- I would think proprietary it's like we want to get the word at and see what it is so we can address whatever areas need to be done. So I'm not certainly speaking on behalf of anyone here other than myself, but I mean they just. Not just for me too, because I don't do retail work, but there are retail brokers who should understand what our inventory is and where it is. And that type of thing. Right, so they could be provided or whatever. I mean it's data so I mean it's sold or whatever but it's just really neat kind of what you're doing. We look forward to supporting initiatives that you consider collectively to be a priority. We definitely we have in the case of New York I've had four meetings this year with the real estate board of New York's ahead of intergovernmental affairs, like our data is being pipeline into their burrow reports. So we have very friendly relations. We're not actively serving a ton of private sector clients, but that's a big part of the growth opportunity and we want to help New Rochelle economic development accelerate as fast as possible. The boundaries. Something before it is just to, something that we're doing like let's Monte's up brokers breakfast just to outreach to the broker commercial broker community. So they can understand how the bank guard New Rochelle initiated retail strategy, you know, educate them and for them to also give us feedback on what they're hearing out there on the street and These tools something that we want to introduce and let them know that it's coming so they know how to utilize it And they can also be into it Free, could you look me in on that I might be able to help you Identify some of the retail brokers or active That'll be great. I'll send you this. I'll send you the list we have because we'll bring together that list. I'll give you a item for the pancakes. Can I just ask, what's the boundary that we're going to be using your services in? What part, is it just the Vanguard area or is it the... We committed to all public facing corridors in the city, which was defined as a more broad Verde like effectively all of downtown and then any corridors that you can see from it But basically we're back in all of New Rochelle if there's a corner store That's off the core. It's off the Perfect if there's a corner store that's off of the main commercial strips and it's important to get it in there Tell us where they are and we'll make sure we hit them. So the battery is the city we'll focus on. We'll try to get the light map. No I understand, I understand but you heard and we all heard and he said never show. Never show. Guys are realize how big we are. It's not just in one area that we're coming spread out but no that's This is great. We have them at P-dose. Yeah, it's them. Guys, any questions? Go ahead. I want to talk to you about this. Chris, and your initial pass, are you going to look to find out how long a space has been vacant, for instance? It seems like a lot of the ground level spaces in the new apartment buildings are vacant. So I can be up two years, three years at this point, whatever it is. That's one thing. Secondly, can you... Pardon me? There's only five now. Okay. Of the 17 or five? Yes, there's five better vacant than you go. There were five retail spaces in the new buildings that are still vacant. Okay. So we've done some work. Okay, good. Taking a little credit there. And they're gonna be, I'm not sure what I'm asking here, but is there going to be a way to kind of slice and dice and identify the areas that are toughest, let's say toughest least versus the areas that are more popular with retailers and service establishments and things like that? So that's a really interesting question that we should definitely talk in further detail about. On a go forward, like generally when information hits our system, it starts T equals zero and then we're tracking moving forward. It does make logical sense to have a way to kind of get input from the city and to the extent that we can kind of validate that information to do a tagging of spaces that have been vacant for a long time for example. It's not something that we've like historically done, but I get it. We're a young, very nicely positioned business that is very aligned with the public sector. We want your feedback. We want your asks. We want to figure out what the path is to get these things done. We believe that the live map of the United States of major cities around the world is inevitable and that our company wants the opportunity to deliver it. So we're looking at this as another wonderful growth opportunity. Our systems are already blue chip, but that's a really good consideration. I'm our head of partnerships and growth, and I'll definitely have open ears all the time and be working with our team to figure out an interesting solution. I'd love to see a hot list of never occupied spaces. Totally. I kind of point the finger in the belly. What's happening here? You know, as you rent way out of market is why? Yeah. There's gotta be a why somewhere. What are these things are doing? I think it's going to be the use of the reporting. Yeah, yeah. That's where the real value is. Absolutely. So we have, I'm just going to sort of say that there's definitely a value ad from the Department of Development. We've done, we know, through our own efforts, have inventory spaces and identified which spaces are chronically vacant to your point. I think it might be a good exercise to take a look at the other data sets that are housed by the city, IE, I'm thinking the building permit data, so we can look to see if there have been new building permits running the last time I've built the permit tips, just to substantiate our observation. And I think another potential data source when you may know more about this than I do is the MLS, to the extent that those were listed. And potentially if there were rental transactions, like least transactions that have happened, I think we can build somewhat of a history. I don't know how we would integrate that into your, how you would do that data validation to verify you know, verify that if we say a space has been vacant since a certain time, but we certainly are committed to working with you to identify any data sets that we have internally to, you know, make as good an assessment of the duration of a vacant. Because we do, I think off the bat bat there is going to be a strong demand both from the public The board members here at the idea CLD but also from the city council and from you know the public who really are You know put in pressure on us to sort of diagnose why There is a persistent vacancy so we're committed to working with you on that. So general, as a person, I'm a problem solver. I'm someone who's very good and comfortable with data. I can tell you that right now, you on a pro-forma basis, once we have the live map, can will be able in two clicks to download the list of vacancies with our space IDs, etc. We have had hundreds of data sets match to ours. We're going to be using your tax map to place pins so the matching exercise and the addresses should be consistent and it will be very easy in a spreadsheet to set up a system and I'll work with you on this where you export from live xyz, you have the copy pace of our data into one sheet. You have a second sheet, which is a lookup of additional information that you've assigned to specific vacancies, and then a proforma tab where you're going to have a merger of our information with yours and then automated reporting. That is very easy to do. Now, if that is something that we identify, is a home run, is within our tech capabilities and resources, and that we could ultimately develop an innovative way that makes that more seamless, I think that's probably a good idea. It's probably an everybody's interest, but I can't promise that that's going to be available right away. But we can get things done. We're going to figure this out. Is there an order in which you go? Do you go blocked by blocks starting someplace? Or do you start with vacancies and then fill in other things? What's your priority? Our process will be that we've already put the Newer Shell Tax Map into live XYZ's mobile application and done updates and testing to make sure that we're ready to hit the ground here. We've also made investments into getting our cloud platform ready to take on New Rochelle specifically with segmented and different dashboard data than what you would see in New York City. Although it will be interesting that we're looking at ways that you can ultimately compare how does Newer Shell's economy, distribution, compared to New York City, just to the extent that you're interested in that. But we're gonna be in a position, I was kind of losing my train of thought there. I'm sorry, how I just died. Yeah, so we are boots on the ground. A person, it'll probably be two people on our first map run are gonna walk up and down every block of the city. We're gonna create our first version of it. We're going to do our normal QA process and then we're gonna hit the ground for our next run and it's not gonna be a particular focus on vacancies or anything. We are like a massive routing system. In the case of New York City, we have over 30 employees. We're walking. I think it was, I think it's like over 1,000 miles last year. So it's, it's, but, but, but, hand this thing. How do you, how do you, you walk up is a vacant store. OK, nobody seems to be in there. How do you go about, it's nobody to talk to. How do you go about getting the information on ownership and history and that type of thing of that property? So what we collect is the public facing information about the business. And so that is the ground conditions of the space. And then whether that public facing tenant, if they have one, an on and signage, et cetera, if there's a web property associated with that, we will pull in that web property that they own and control. We're not going into legal filings. There will be no ownership information, it's just not something that we collect. And what can you map back to that? So I can click if I can click and go back to DLB or whatever, or whatever we have in the city, right? Yeah. As long as your API is open like that and we can do that, this is great. It's a hub and spoke model, right? And you're the hub and they can be spoking off of the different places and it could be a one-stop shop kind of like how we're just seeing it. Whoever's looking for it. Yeah, I think that if there could be that way, I mean, I'll just say you know that live xyz stop shop, kind of like however it is looking for it. Yeah, I think that if there could be that way, I mean, I'll just say that live XYZ is one of several tools that we are going to be implementing to through from this geographic, the GIS perspective, to map what the demographics are, both of the economic indicators of a particular you know, prescribe on a map. We have a place or AI we're going to be working with to do a contract with the city. I think we're trying to build as many data sets as possible that at the end of the day will be the Department of Development's responsibility to produce some kind of a dashboard, a set of indicators that are going to, we're a established benchmark of where we are, you know, today, honestly, and then evaluate the success of our various interventions on creating the vibrancy, which broadly defines all of these different efforts that we're taking to ensure that vacancies of retail spaces are Not as high as or as low as possible, but also that the Economic activity and the vitality of the downtown is also growing commensurate with the you know the the lease up of those ground floor We want to get those lights on but we also want to make sure that people are engaged and those businesses are doing well. So we have a bunch of tools. That sounds like a great tool. That's going to be able to help that. Every storefront, every quarter, is going to be verified on the ground. Information's very easy to work with. And combined with the other data sources and the great team within the Department of Development. I'm sure that we're gonna get to exactly where we're all talking about. Shane, most of this is in your, a lot of this is in your district, so it's, I'm always waiting for you guys to start. I'm gonna give you guys time. Yeah. Yeah. Um, first of all of the service, thank you for bringing it in. I don't know how you got here, but I'm glad you're here. I've been biggest for data since I got, since I won my primary in 2023. I've been big this for data since I got, since I won my primary in 2023. I've been begging for data. Actually, probably before that. But I'm glad you're here. We need to, I'm gonna ask you functionality questions. I'm sure there's an interface questions. Before you go, if you're in a, he's a city council who has multiple hats. He has our head. He's also behind the scenes. I'm a city councilman, vice chair here, but I'm also the technologist. Awesome. I work with the engineers and programmers all the time on things like this. That's great. Actually, the wonderful thing is it's great to hear a lot of the answers to the questions that I had, so it knocks things off my list. Sure. It shows that you've had a degree of thinking before, you know, the things that I'm going to dive into. What's the longest engagement that you've had for your app? Like, who's been using it for the longest? What's your longest relationship at this point? I'm sure you're a new organization because the technology is very believing. But we've been working with New York City government since 2018, specifically small business services has been engaged with us from 2018 to today. That's excellent. OK. Can we list the spaces, Adam? I'm sorry. I'm asking a few people questions, sorry. Can we list the spaces that we have community benefit agreements on so that our constituents could really understand, well, okay, I run the organization, I might be able to do something, rather proposal or something, and then send it to us as a city. The technical answer to that would be, we use a tag system to classify places, and when there are custom classifications that are desired and I think this is a good example we can add a tag to specific places that are of interest. Another way to go is if it's more just for visibility purposes you can create a map list. Think about live XYZ as like the Spotify for Newer Shell public places. You can create any playlists you want. So we're working for example right now with small business services on their AAPI map and they have a network of partners across New York City that are clicking This business is owned by an Asian Pacific or AAPI person and then Joe's everybody. I'm sorry, we're in tech, they're in real estate. So application programming interface, which is how compatible his application is with all of the apps that are running throughout the city, some of which we use in our city government as well. That's AAPI advanced application programming entities. God, I hate Asian and... I hate and Asian American Pacific Island. Yeah, right, right. It's not good. So I hate Africa. But we don't do that. That's a great tech joke. Text all business jokes. I don't that. The point is that there's multiple ways for you to throw us together. If you need to be able to poke the list, we would put it into the database directly and you could click it in our directory. If it's just for public-facing purposes, we would just create a map list. You answer my question and it's awesome. I'm going to run through though because I have a lot of them. Keep going. Oh. So the way you work in New York City, because I saw a ton of organizations in the city that you work with, do you develop separate applications for each one of them using your base data or do you create a user account and whoever the user is, whatever data happens to be in the system that they have access to, they can customize and play with how they want to. We have one centralized cloud platform which is single sign on with Microsoft. So the way that we historically have worked, if you want to do a different onboarding approach that's certainly fine too, is people submit an access form. The. The access form contains name, title, email address, and the email address is then credentialed by our system, and then someone just clicks login with Microsoft. Every user is going to see the same base level information, but has infinite customization of what data they're pulling up, and which geographic zones they're looking at. So specifically on the data side, whatever number of geographic filters, if we want to do Northwest East South, whatever it is, the Vanguard District, of course, those will be clickable. Then you could filter from there to, whether spaces are occupied or vacant, you can click into specific industry categories. We have 100 subcategories, 17, you know, kind of summer-level categories, and then almost a thousand specific tags. So you can kind of filter down to the data that you want. You can click download, you know, you could you could do an API query, et cetera. I'm sorry. So then for accessibility to data, because there are going to be a lot of different types of data sets. I mean, we've talked about like 10 in this meeting alone. Would any user have automatic access to every data set and they determine once they want to pull from? Or is there some type of gate where like somebody would have to go through the IDA or go through the Department of Development to find out how many existing vacancies there are for retail space. I got to take over an example because I know that would be a broader, more accessible data line. So in the case of New York City, all the 76 business improvement districts have access in a bunch of neighborhood economic development organizations. I've actually, I think in some ways it could be more useful to them if they were, it was only showing them their data because they would just get what they're, what's in their district, but we've seen a lot of bid formations, bid that are looking at citywide trends, we currently ship all the data to everyone. Yeah. In terms of accessibility, we've got the Cloud Platform. You can copy paste from the table, you can hit download a CSV. And then in terms of the dashboard question that you had asked before, we have standard insights reporting module, and then the way it changes is by geography. We continue to develop new insight to develop new insight features. So we do have any determination on their own interface and can they create their own custom interface for them? And they want to do a presentation or something like that? Not really. But one thing I think is notable is that we've learned that a lot of jazz professionals work in as we are GIS online. So we've developed an integration directly there. So a lot of the existing dashboard story maps, you know, kind of interactive maps that already exist within that system are, you know, you can get our data within a click. Okay. Can we train you out your own employment base, but do you do any local hiring for your organization working with a particular municipality? Yeah, actually. We would like to have that conversation. We do have existing high quality staff that are in the Bronx that are well positioned to make sure that we're hitting our key timelines, but we will be looking to make local hires here. So we're very interested to speak with the workforce team. Well, you're in luck because behind you is the principles of our local first-source referral center? That's wonderful. Our team really takes, the map team takes a lot of pride in the work. You might remember the days when Force Square was really popular, and if you spend enough time on it and you're the mayor, it's kind of that level of energy. People really take pride in keeping their data up to date. It's a lot of work, but it's fun work, and it pays reasonably. Did I hear you, I'm sorry. I'm asking questions, so I might return to that. Sure. I'm asking questions in the order that I thought of. He's gone. It's the fastest way. So I thought I heard early on in your presentation that you said ground floor. You don't do any second floor. No, for Newer Shell, we'll be doing above ground floor as well. But these are places that if you're a pedestrian on the street, you're like, I know that there's a place up there that I could go. So if there's just like a class, I can't ask a lot of states as opposed to. But these are places that if you're a pedestrian on the street, you're like, I know that there's a place up there that I could go. Okay. So if there's just like a class, a lot upstairs as opposed to like, kind of a electrician or something. If the electrician has clear signage and frontage from the street, or effectively one-to-one signage from the street, then we will cover them. But it's not like if there's a hallway upstairs, we have to go down and see a physical therapist who's only on the strip and doesn't have it, like a space that you could see from the street, not gonna be in there. K-Building beware. All right, my next question is, ground floor, okay, so we have data already on private vacancies. Awesome, I'm a circle bad. No, that was the ask. So I'm going to circle back. Yes. How user friendly is the mapping feature? So you can create like a color coded geographic area is that what I was seeing when you were presenting the idea of creating your own like geographical map. So this interface here, which looks a lot better on the screen that I have here, when you see the map on your phone or on the computer, it is stunning. I mean, I've been with the company for a long time and it still really gets me every time. And people feel that we consistently. Now this is our standard user interface. The pin size varies based on how much you zoom. We've put a lot of money into making sure that this thing's beautiful and highly performant. When a business closes, these maps, even if there's a hundred of them distributed across Newer Shell, update automatically. They're removed from the map. You don't have to add anything or remove anything. It's all integrated. You have some customization options to the extent that you wanted to do different guides or maps for different neighborhoods within Newer Shell, different types of businesses. Those have some more customization features. You could change the pin size. You could change the pin color. You can add a description. But it's not like an area map, it's a pin map. It's a pin map. And the like very layman answer is like these are not highly customizable maps. This is not like a map software. It's like this is the live map of the city. Now you can create your playlist on it. But generally what we see is a lot of the like I need to create a a custom map work. I need to create a custom dashboard work is happening either in spreadsheets and Microsoft suite or within our SREAR GSM line. And we're happy that those companies do exist. They're good software companies. We're a data company. Do you track business hours? Yes. I asked you, you bought up the go-skits in question and also just looking at business peaks and troughs it would be good to like in five years say that okay we saw 30 businesses closed that wouldn't be the good part but like out of that good part maybe like 20 out of the 30 businesses closed because they kept hours from nine or 8 a.m. to 4 p.m. and their peak would have been 5 like other similar businesses that remained open until 6.30 or 7. Does that make sense? Absolutely. I mean in the case of the Office of Dialyfe in New York City there's been a meaningful analysis of closing hours relative to liquor licenses and we were able to validate that even though people say that they're not or is drinking like late closings, there's like underhand stuff happening which is like you can get your liquor license but you can't be open till 4 a.m. So this is tricky though. I would say that our hours data is a valuable data point, but it's from a moment in time. You can think about a website that a business owner opens, and you know, especially if it's like a mom and pop business owner, there are circumstances under which they may have to change their hours on a regular basis. Now we're going to make sure that when the business is added to the database and the map that it is accurately represented as presented online or in the store. So if we've got the hours on the store or on their website or on social media, we'll have them. We are putting in systems to review those data points, websites, social, phone, email, and hours on an annual basis to make sure that we're at least checking in. But the use case that you mentioned is definitely possible. Maybe, I don't know if you can do this, but maybe consider have businesses self-report if they have a weird kind of season. Like some businesses might go to longer hours once school starts back in September, which is not like a hard financial quarter. But for them that's one third of the year. So they'll tell you, this is what I'm changing. But my business hours are going to change again next April, which again is not in the finite quarter as we would see it. We have feedback systems from multiple channels. Our agency partners, the business improvement district, teams on the ground. and then even small businesses can click on their listing and give us information directly. Okay. Sometimes we get, like, hey, I just took, you know, I just did a new front facade. I want you to have the latest photo. Okay. You know, it could be hours. So those things are all possible. Like a week. So like a weeky, my next question, this is good segue. How much do you rely on self reported data or do you prioritize like hard city data that like Jorge and Adam and their team might collect versus a business owner Oh yeah, I'm open. Oh no, we certainly close. We have an extremely hard high bar. Okay. even people that have, even when employees of New York City government and the business improvement districts report feedback to us, we do not take it at face value. We need to have a photograph. Like we need to have on the ground photographic evidence that conditions have changed. I love that. So I constantly, I'm not constantly because our data is really up to date. But when we get feedback, a good percentage of the time, I'm like, thank you, do you have a photograph? And I'm telling you, half the time they're wrong. Right. The feedback is erroneous. So it's important that we keep that high bar. Do you track that statistically for your team? Not exactly. I'm sorry, guys, I'm holding you. It's OK. Yeah, that's OK. These are good questions. So we do certainly have just the professional grade intake system for feedback. And we have a QA team that's looking at everything. I usually am the person that's writing those emails back and forth and I've been the guy that's within all 76 bits for the last two years. So I'm not gonna, don't quote me on the 50% but it's a lot of time. That's a lot. Okay. But yeah, it's good. What we do, we need an event that we get information to answer your question finally. Okay. We collect as much information and we want as much information as we can get and we consider all of those signals. But the different types of signals have different confidence levels associated with them. So we've long considered the most valuable signal for making this as real time as possible would be water meter data. If the water meter is off in the storefront, that business went out of business. At least more likely than not. And so we're very interested to understand what signals are available, but then to make sure that they're presented as that, a signal, and that there's a real human being on our content team that is making the final decision, do we have enough evidence to change the status of the space? I just wanted to tell everybody everybody the reason why I love that is because self-reported data and research is actually the least reliable data. It's a direct observation like order usage. I got to remember that one. That was beautiful. Executive Director Salgado. Matt asked, we recently, your team recently put together a map of the 50 businesses that we've had open since I think 2020. Could we also find a vacancy or put together a vacancy map from the locations that haven't seen a pilot ever or within the last 30 years or is not by any stretch of the imagination and new building or facility? The reason why I ask is as somebody that's lived in Miroshell for 39 years, which is all of my years, by the way, there's a degree of nostalgia that some of us have as Miroshellians that needs correction with data and it would be really beautiful to look at some of the older properties and say actually the conditions that we came out of had this vacancy rate for us to compare it to. You understand what I mean? I think so. I understood you're until the end. We have an inventory of the current vacancies in the downtown specifically. We identified there were 80 something vacancies, see the 83 vacancies when we first did the initial engagement with the retail task force. We have since then you know developed a list of those 83 vacancies, how many have been, how many of those have been converted into occupied retail businesses. But we certainly can drill down into that. And, you know, of those 80s, we make it to the only 17 were spaces that were created by the new developments that correspond with the pilots. So the balance are vacancies that are in existing buildings. I know it's not. This is something that we have to happen to. We have different data about that I can ensure that. Okay. One thing that is not really your issue. It's your meeting. I don't know. No, but I mean, I think you have to be very careful of vacancy rates these days, because if there are people who are looking to sell their building as a You're going to develop inside they're going to keep it vacant so it's not vacant because nobody wants to lease it It's vacant because it's being held up. I have that in the position. Yeah, so I just think we got to be a little careful in making sure we get the nuances What are we talking about vacancies? Correct, but just to be careful with that. That list, the balance of the vacancies fall into several categories. You know, there are some that improved, you know, we obviously have a pipeline of projects that have been approved by the planning board that have not yet been constructed. So those those spaces are technically in there. There's another group of about nine or 10 projects and the corresponding assemblages that we know are looking for units in actively pursuing. And then there are others in various, you know, for various, the hemorrhage characteristics, right, that I think we can drill into. And I think it's something that we have internally to the extent that we can sort of bump that against the live XYZ data and come up with some way of illustrating that without giving too much personal or proprietary information away. Is your not going to be able to get that nuance to you, it's black or white. So of course, occupied. We do provide a spreadsheet to your earlier point of some data set that we manage, or we can determine what that is. Corey and I are going to figure out a lot of ways to solve data problems. I can't over-represent what's going to happen inside of our platform. Yeah, but you could put a tag on other miscellaneous reasons that something is vacant that are not gonna be. Yeah. I mean, I can tell you, I see this stuff from our partners. Just honestly, the business improvement districts are really good examples. What I see consistently, and I know this is happening in small business services and other divisions too, other agencies, they're downloading a list. They're getting to the list that they want. This is the neighborhood, this is the industry, this is what I want. And then they're putting it into a CSV and they're creating their own notes columns. And those are being used as contact lists, et cetera. And every time you download from live x, y, z, you have a space ID and a place ID. So it is very easy to make sure that you're deleting the places that have since disappeared and replacing them with the new tenants. But I do believe like this is a frontier where I'm interested to be involved in that process of what does the downstream spreadsheet base work look like, even if that's not the software we're providing for you, because I want to know where the root of the work is happening, because if that information can get back to our product team and we can create tools where that can happen in our environment, that's better for our customers, better for our partners, and we want to do that. Without getting granular, I think, because I know we're in it, and I think Shane and I both share there's obviously a policy Development that we would that that is being that we need to we need to sort of implement and and develop in response to solve Develop interventions in order to you know respond to these conditions that are out there And so to the extent that your tool can help us to refine that recommendation to City Council and how we sort of describe and define these problems and therefore can better develop the interventions in response to them I think would be of great value to the City. Even if it's not necessarily hosted in the scope of your engagement with us here. I think, you know, just finding, identifying best practices in other markets where you've seen something done in a way that's innovative and, you know, really responsive, I think, is going to be helpful. It's going to be awesome. I just, one quick example, even in the second quarter of tracking, you're going to be able to see in the city from whatever business is closed. This section of New Rochelle just lost this type of business. And then you're going to have the list of the available spaces in that area. And that is immediately important valuable information. And then you make a decision, does this in neighborhood need to replace? That same type of business with a new one? Or does it actually not, you know, does this economy, economic area and need not need that type of place? And so let's go to the higher growth category. So, I don't wanna to abridge any of my colleagues' time. I'm sorry, this is gonna be a long time. Don't be sorry, this is gonna be a long time. This shows you how important this is. And this is something that we've been looking for. So that's why I'm like, let this go, because we've been waiting a long time to kind of have these kind of conversations. So just be mindful so that's why I'm like let this go because we've been waiting a long time To kind of have these kind of conversations So just be mindful. That's all just one more. Oh, please go ahead and the last one which actually you segue They combined five to one so if you say yeah, yeah, that's it You kind of actually segue it to it just now and you described it in the presentation your your integration with the tax map. So a problem that we've been having a discussion with between, you know, council, development, our finance team is how to understand when sales taxes come back to us, which businesses are really driving it. We want to get really granular with that data because we get like, what do we get or something like that when we when we get our sales taxes back we get we get a certain geographic area as opposed to saying this business generated this degree of sales tax for the city so we could look at all the businesses of the type and say okay this pile generated this much of our sales tax this project you know if we can like find a way to overlay or at least make inferences it doesn't need to be completely accurate but we want to be able to get as granular as is viable too. So the integration within New York City is happening around the BBL building block building block and a lot, effectively the parcel. And what they've done is aggregate our storefront data by parcel along with the taxation data by parcel. I have long believed that that is them. What you just outlined is the master project. Yeah. Like if you think about having the dashboard of where is the tax revenue from our economy coming from in real time and saying like, man, we just lost the supermarket. That represents $55,000 of tax revenue this year. Like we have to make sure we're managing our budget. I think that's a wonderful goal. If there's anyone within New York Shell government that's interested in getting to that level of accuracy, I'm excited for that meaning. I have not had the chance to get into that level with New York City government, but it's certainly a no-no-no person. No, but there are. The only thing that you'll be the advantage to you is that we're a relatively flat organization to compare it to the New York City. I mean, you've got the kind of executive branch person right here that can get access to everybody, and then you've got the kind of executive branch person right here that can get access to everybody and then you've got the legislative branch over there, everyone. So between these two gentlemen and their staff and everyone else, you'll have access to be able to do these things to the extent that you want to. Under the existing contract for free. You're welcome to do that. We are going to build a new secret. I can tell you in New York City, this program was just funded for an additional three years through fiscal year 28. This is one of the flagship, most successful tech programs in New York City right now. We're going to do awesome stuff together. It's going to take some time for us to ramp up. We've got the right people in the room. And I hope for the opportunity to, you know, collaborate with the group of you into the future. Director, question. I'm not on extended. No, I'm on extended. Why? My question is, is this like for all these businesses, is there a fee that gets charged on? Because I would hate for a business that doesn't want to pay the fees. Tofie's not the platform fee. No fee for them. So it's kind of the whole point. That's true. You could see his workpan on there. They're paying rent. In New York, there are tens and tens of thousands, maybe over 50,000 operating businesses in New York City that don't have a website. Like through this, every single ramp paying storefront business has a mini website through this program. Wow. There's active conversations on how to get the live map onto the every street corner in New York City. So you're just walking down the street and it's like, oh, around the corner, there's a new restaurant that just opened up. And maybe that person doesn't have a website, but they're getting represented. That sounds amazing. Listen, this has been really exciting as you can say. We don't really have much of an opinion about what you're doing as you can tell. I love the passion that you've been doing. It's already been started and running and running and it's all doing this. But I do emphasize that this has kind of been the the missing one of the missing pieces that we've had To kind of help us with our puzzle and the journey that we're all going on To try to make the city better than what it is today. So you know, I'm looking forward to seeing the The data that comes back and all the efforts of you're there. So thank you for your time. Thank you very much. Thank you. Huge thanks to all of you. I'm looking forward to working closely together. Good share. Thank you very much. Thanks. All right. Thank you. Yeah. Thanks, guys. So, you thank you, and that was a great conversation. And again, I mean, I would love to just keep going. 10 more questions to that I wanted to ask because one question leads to another but we're going to get them all. We'll get there and you guys will do that. This is the first and last. So with that being said, is there a motion to approve Y-X-Z visually? So is there a second? I think someone second. I'll take a look. Thank you. All in favor? Okay, pass as. Passage now to sleep. You did a second. The vocal hire. First. Second question. All right. Cool. All right. Great. Next item we can go to is to approve the some other partners that we've had for a number of years. Our West have contracts so staff can talk about this for the first time. So previously we approved a 60 day extension of the existing contracts that West have. The board had asked us to go back and look at you know implementing a job retention process and reporting on job retention metrics as well as more robust reporting of existing operations. West Ham this year today, we're joined by Tracy Ratty, Assistant VP from West Ham, Nicholas Rosa, who is the director. on the ground. He's the director, executive director and Rashida. And then I don't know exactly your title. I'm the assistant director. You're the assistant director. I'm also here today at Florida Point House, Lisa Davis, who from my stand as well. And you all remember her from a former stint. The director. This year she oversees the program from the behalf of the city. Lisa, come up if you want to let the joints put. We have chair. Robert Yoher, chair. She's well versed. So we have Tracy. All right. Well, thank you so much. We're very excited to be here. We wanted to take this time to talk a little bit about West Tab as an organization, our experiences, and the first source referral center, and some of the accomplishments that we've had, and then to also talk about a new exciting initiative that we have that we're proposing to you tonight. So with that said, just to give you a little background on West tab, West tab was founded in 1981. The mission for the organization was to build communities and change lives. And it really came about because of the crisis, the affordable housing crisis in Westchester County. And so as the organization started to address that through building affordable housing, in Westchester they started to see that there was a need to be able to start to operate shelters, which began in Westchester County. And then looking at it and saying, you know what, getting somebody a house is not enough, right? We have to take a look at the whole family. So departments like our Employment Services Department, which is under the first source of full centers under Employment Services and our youth services departments were created. With that we're able to adjust the entire family and be able to provide the services to children in our after-school programs, taking it all the way up to seniors that we service and provide services to them as well. So right now what what's happening is one of the largest housing providers in Westchester County. We developed affordable and supportive housing. We've been able to put over 14,000 people into employment since our inception and deliver services to over 10,000 homeless and at risk. So going into the first source referral center, we came on board in 2017. And we were here to, you know, really provide some services to nourish our residents in alignment with the economic opportunity and non-discrimination policy. So a lot of the jobs that we were looking to put people in were connected to the construction projects that we had. So we were looking to connect our unemployed, nourishel residents or our under employed, nourishel residents and put them into these opportunities. Whether they were construction, which was the concentration early on, but we were also servicing people in other sectors as well. So we would recruit individuals, we would prepare them for the world of employment, we would provide training when it was appropriate, we would develop job opportunities throughout the community, and then place people into employment. This slide here talks a little bit about the demographics that we served in 2024. I will say that these demographics are not that different when we look at it year over year, but as you can see the majority of the individuals that we're servicing, those new Michelle residents, are male. The age group is primarily between 25 to 44 years of age. We are servicing a majority of the African-American population that have a high school diploma and the criminal justice involvement demographic is really a self-reported one so people are self-reporting that they do not have a criminal justice involvement. So to talk a little bit about our accomplishments just to not go through all bullets, but just to be able to say that we've really been able to service more people year over year. From 2023 to 2024, we saw a 13% increase in our enrollments, and we had all time high in our job placements, but we're sure she was gonna talk about that. So I will not steal her thunder, but I do want to note that we have been seeing an increase in wages that we are excited about our average rate of pay was $20 and $20 and three cents per hour that was a 5% increase from the previous year in 2023 specifically in the world of construction jobs the average wages were $21 and 50 per hour, which was also an increase from $19 an hour in 2023. In general, we did see a decrease in the demand for the general labor positions, which was the entry level construction positions that we were putting people in. we saw as a lot of the construction projects were maturing and ending they were looking for you know more employees employees with trade experience and things like that. But nonetheless, we continue to develop those relationships with employers that Nick is going to talk about a little bit later. And we are happy to report that 80% of the staff that work for First Source Refoil Center are never shop residents. So Rashida's going to talk about job placements. So you know if you look at the image in front of you you will see that we're averaging about 170 placements per year just for the city of New Rochelle but overall our job placements are about 400 placements. The New shell placements are largely due to our relationships with the developers and our entry into the construction field. So that's where we are seeing a lot of the new or shell placements, particularly. Our relationships that we've developed with our members of our community, our relationships that we are, you know, we hold to. So we have to make sure that we have jobs available to them regardless of whether it's in construction, you know, whatever industries they are, we want to make sure that we have a job available to our clients. So that is kind of like the key point of this here is that you know if a construction project or something has come into a close or it's maturing we still want to make sure that our efforts go to developing jobs you know for our clients in the community. Can I ask you a question? Absolutely. Look at slides on the top line and the employment policeman's outside of Newer Show. What is that? So the 151 is inclusive of the 423. I see. the employment, placements outside of New York. What is that? So the 151 is inclusive of the 423. I see. So you can see but the 151 are just the New York job. All right. I was just trying to see if the rest of countywide? Yes. They could be countywide or in the Bronx. Or in the Bronx. Okay. So they could be anywhere. I think that the, well, as we said, we saw that there were some changes with the construction industry in terms of jobs, but we were still able to place people in other areas. Okay. Even if it wasn't a never-shell job, we're still moving people into jobs nonetheless. Great. Thank you. So this battle here in front of you, as you can see, the, you know, our strong area has been in the construction. So since 2017, most of our job placements have come from our relationships with our developers and subs in the construction areas. But we do not, as you can see by the dead here, we don't limit ourselves to just construction opportunities. We try to make sure that you know whoever comes through the door with whatever you know whatever type of skills that they have available that we work with you know our staff to have an opportunity available to them. All of our clients you know that come in have varied needs right they have various skill sets. So we want to make sure that again, that we have opportunities available in food service. We have opportunities available in administrative work, warehouse work. So we're doing our best to make sure that the referral center is just that that folks can get referred to a job opportunity. So the new issue, the new Michelle Forward Program actually. One question. Do you have the metadata on these things, for example, the construction? Like do you track where they, the fly guys, do they move up to do carpentry? I don't know, the different, you know, I mean, you have all that. We do, we track the positions that people get, and if they change positions, we track that. That's also gonna be a little bit of about what we're gonna talk about later in terms of additional tracking that we provide. Yep. Thank you. That was fun. Also question. So, a little bit about our new shelf forward collaboration. This collaboration was created to address some of those things that Tracy talked about earlier, where we were seeing that some of the skills needs were getting a little bit more complex from our developers, not just having the entry level labor or position, but as the projects mature, where do our job seekers fit? So this is the birth of the Newer Show Forward and the First Loser Feral Center collaboration so that we can begin to identify our clientele and our job seekers who've been there kind of done that entry level work and are looking for that next step. And so with the New Rochelle Ford program being able to provide those additional skills and you know electrical work maybe some carpentry maybe you know just kind of more hands-on we are able to now connect our clients you know and get our clients into those programs do some case management around completing that program, and then also have them return back to us for the assistance with the job placement due to those relationships that we have with those developers, you know, saying we need something, we need more mature, we need something beyond the entry level laborer. So that is, you know, pretty much the collaboration between New Rochelle Forward and the First Social Firm Center. And as can see last year, this is kind of, you know, what we've been able to yield with that collaboration. Just kind of, you know, we have 93 participants go through the program and complete the program and we're able to yield 55 placements in different areas, right? You know, that maturity, right? In the construction, you know, placement, with an average of $21.25 an hour. So that was an increase. Just a good question. So, yes. Well, what would be the reason why that number is not higher? Placements, is that more on the developer side, that they need all 93, you know, training, you know, training that could be the training or is that more on the first source side? Yeah, why isn't that number a little bit... I think I can speak to that. So the overall number you're seeing is the people who actually participated and went through the process. And at the end of taking that process, says, you know what? After all this heavy lift, this is really not for me. I rather go into a different area of expertise and try to get a different job. And in conjunction, it could be that the construction field is not have any plethora of positions to be able to offer them. So I mean, we would have loved to see that, you know, at its highest, at the peak. Unfortunately, as you have to let the clients take the course into the course to see where they fall. I mean, astonishingly, that is actually a great number, considering. Yeah. I just want to add to that, if you talk to some of the participants in Neuroshell Forward, they'll tell you, you know, I just want to, I want to learn these skills so I can take them forward in life. I want to learn these skills in case of emergency, you know, do work here. You know, I want to be able to help my aunt hire, like, you know, you get all sorts of different scenarios. Not everybody wants to take it into a full career, but a lot of people want this skill. So absolutely. And just to speak to that, prior to us actually taking the diet into the actual pieces of the course, we actually surveyed many of the developers in the community you know, who had projects up. The C-B-B would be the bigger needs and that's how this was all calibrated to be able to give actually the tools that they were willing to pay for. So that's where you saw an elevation from the 19 to 2125. I'd like to add that, you know, the intention of this new contract and these new services that we're going to give us the ability to engage with the 114 new Romans. Absolutely. And with more contact, get more insight into what actually factors there were that, you know, contributed to the job placement rate. So we'll know, we'll be able to break that number down. I think currently we don't have the resources to provide that wraparound contact, and that continuation beyond completion of the program. But the intention really is to dig into this number and get a little more clarity into what's going on with these new things. Absolutely. All right. So you have to just send me to me. So I guess, you know, job development and our employee relations are constantly happening. Again, we spoke to, you know, the relationships that we've established with the developers over time, and then expanding over to the subs, which has been our greatest asset, because the subs are the ones that are actually who have the need for the work that we do. happening. Again, we spoke to the relationships that we've established with the developers over time and then expanding over to the subs, which has been our greatest asset because the subs are the ones that are actually who have the need for the workers. But as Rashida mentioned in a previous slide, we're not just catering to folks who are into construction. We have a plethora of individuals who walk in and want career changes, want higher wages. You know, they want to take advantage of jobs that They went to school for but never really had the courage to jump into so over time we've worked with You know going out doing the outreach doing a lot of face-to-face contact within the community if you haven't seen us You will where we're we're every event from the national night out to the Tasty Union, where everywhere. The purpose of that is so if people can get to see and get to know us well before they come to our office, they can hear similar terminology on their way back in and say, were you the guys that actually said you can get me a job? I was like, we were the guys that told you we can help you get a job. Yes, absolutely. We also the guys that told you that if you need a GD, we can send you off to get a referral to go get your GD. So we can get you a dream job, right? We're also the same folks that established a lot of these referral sources without the Oasis, you know, subservues programs, our internal housing program, you know, and again, just, you know, overall community services and just to continue to plug away at a lot of the issues that our clients are dealing with so we can get them in a better position, you know, to succeed. So you'll see on this slide we have a lot of community, as mentioned, a lot of community events that we are committed to and have been committed to over the last few years, in addition to all the training offerings that we have, and we've offered by leveraging our other programs outside of Numbershow, but the West have, you know, which consists of those shithirades, of flaggers, custodial maintenance, security. We used to have full service, which we didn't indicate there, but we're leveraging a lot of the additional resources because we understand that not everybody in Noor Show is going to go for construction. So we want to have a wide, what we like to call out, Rafay, to be able to offer someone, to be able to pick and choose and find where they feel like they best match. And I feel like too, you know, because Westab is entrenched in Westchester County and we are able to leverage the other resources that we have through contracts that might be through the state that also benefit the city of Naurashel. We are also the primary contractor with the Westchester County Department of Social Services. So we service all of the public assistance recipients throughout Westchester County, whether they're a family case or a single case, that includes Naurashel residents. So we're able to, you know, use what we have at first source, but then also leverage the program that we have with the county to make sure that people are getting the full array of services that they need. And we've been working with Judge Rice and his opportunity youth program and been a primary partner in that since its inception, which has been a great experience for us to be able to really, you know, work with the community in a different way. So what we're really, really here, we want to give you the background and show us and talk to you a little bit about what we're doing, but we do want to talk about why we are here today. And it is to talk about this new piece of the program that we have not been doing in the past, right? And so, why now? I guess that's probably one of the questions. You know, again, we've been doing this since 2017. We've been moving people into jobs and when we take a look at where we are and how can we continue to enhance our services? How can we continue to provide more wrapar around services and make sure that the residents that we're servicing are getting everything that they need, truly from beginning to end? I will say that I've been in workforce development for over 20 something years. I started when I was five, just a kitchen. Yeah. But so I've been doing this for a long time. Most of the programs that I've done have had this retention services component. And I'm gonna talk a little bit about what that means. But what we found is that it does really kind of complete the circle for our program. We also understand that this is something that, we heard the community. The community is wanting to see, you know, this extended level of services. And we're up for the task. So we absolutely are excited about being able to bring this to the table. You know, we looked at our previous programs that we've done. Just to throw some statistics out for you. Our 90-day retention rate in some of the other West Hat programs that we've seen has been 73%. So what that means is all the people that have gotten jobs 73% that have made that to the 90th day. When you compare that to program a program very similar to ours in New York State Career Advancement program that does similar types of services, they had a goal of 75% for 2023 to 2024. Their actual was 64%. This is a new thing for the city of New Rochelle. Do we know exactly what our numbers are going to be going into it? No, but we can use the data that we've had from the past and from other sources to give us a guideline of where we may fall. So to talk a little bit about what do we mean by retention services, right? So there's retention services, there's retention tracking. The retention services piece is really taking what we've been doing with first source. Right now, once somebody gets a job, we get their job information and we say to them, if you need anything, we're here. But it's a very informal process. So what we're looking to do is formalize that process and be able to say now that when you get this job, we're going to be able to provide you with an array of services. We're going to have staff that are going to work specifically with you throughout this journey, keeping in contact with you on a monthly basis to see how you're doing. Are there any problems that are going on? If you have a problem we're going to connect you with our community liaison who is going to be able to say I can put this resource in front of you. Oh your daycare fell apart. Let's talk about what we're going to do to be able to make sure that doesn't affect your job. The relationships that Nick talked about with the employers is another piece of that. We're going to not only be talking to the residents who are working, but talking to the employers. How is it going? Are there any issues? Oh, you know, Joe's been coming in late for the past week. You know, I really like him, but I'm having, you know, struggling with this. We can intervene and be able to have that conversation figure out what's going on and say, look, are you not getting up early enough? Is it a transportation issue? Do you need some metro cards? What's going on? We can problem solve and figure out how to resolve the issues before they become a bigger problem where someone loses their job. So the slides wants a little bit about just some of the services. We do these check-ins, monthly check-ins, you know, the first 90 days are a really critical time when somebody gets a job. That's really like the make-up break time. So we want to make sure that we're engaging with people on those early days to make sure that everything is in place. One-on-one case management services, those referrals to community agencies like I talked about, if they're needed. We will absolutely be providing that with them. But then we also are offering group workshops that can be done around people's work schedules. What we find is we do job readiness on the front end, but then when people get into the job, they kind of forget, right? So there's like conflict resolution that we can do. There's budgeting, financial literacy, communication, workplace etiquette, and career advancement. Because at the end of the day, we're working with individuals not just for them to keep a job, but we want them to continue to grow and move into something bigger and better. So those are all pieces that we can do individually or in an end or in a group setting. And then one of the other pieces that we do is we know people are going to lose their jobs, right? We know. I told you the percentages. Not everybody makes it but when they lose a job we're right there. We're going to be able to work with you, put you back into something as soon as possible. And when they do achieve those milestones, we're right there. We're going to be able to work with you, put you back into something as soon as possible. And when they do achieve those milestones, we want to be able to celebrate them. We want them to know that what they did was a great thing because sometimes people don't get that pad on the back. How many times do you, we've all worked in jobs, nobody's praising you, oh yeah, you made it tonight, you days, right? We want to be able to do that because that's an accomplishment for some people. So we meet them where we are and we celebrate them. And we're looking to do this for one year after they get a job. These services. So with that said, I talked about the services piece where she just gonna talk about the tracking and what that means. So yes, additionally, to these wonderful surfaces that we want to be able to offer our job seekers who get them. But we want to be able to track that. It's very important that we have data, right? Data helps us figure out future programming, help us figure out, you know, not just future programming, but it helps us figure out like kind of, you know, doing assessment of how we can enhance, you know, some of our current programming as well, right? So we are looking to track data for our employee job seekers for up to a year. We want to specifically target these mouth, these mouth zones, a third day period, 60 day period, 90 day, 100, you know, you know, all the way up to a year to they get to the 360 fifth day on the job. We want to use various tools to kind of pull in that information and to make sure that that information is you know has the proper integrity. So we want to make sure that we have you know pay subs, pay checks, employment verification letters. If we need to, we can use a third party verification process. That third party verification process can help us in the event that, you know, there's barriers in collecting, you know, the real time data, the pace of or the, you know, getting the actual employment verification letter. You know, our job seekers, with our experience with, you know with retention, our job seekers, they get busy with the day to day. They kind of lose sight of the fact that they have to be connected with us sometimes. They change their phone number, and they don't tell us. So we kind of need those additional supports to be able to get the real know, the real time information and verify that data. We want to, you know, I think we want to kind of make sure that not only are they employed for a period of time, are there promotions that are happening? Are there increased wages that are happening? If there are other opportunities that maybe we can bring new job seekers into, if there's, you know, a skills gap, one of the things that I, you know, I love about workforce development is kind of this concept up in combat worker strategies, right? Where like maybe you get a promotion and there's a vacancy left and how can we help feel that vacancy now that you've moved on, right right so this is all the things that we want to track to kind of make sure that we have tools you know to build through your programming with you know all of that retention data so it's not just a matter of the service but it's also a matter of do we have data do we have real time data and do we have you know I guess you can say honest data, right? To help us move forward with our programming. So just, you know, these are all things that we've learned in our experience with our, you know, with our other programs that track retention. That experience is, you know, it's entangling in us, you know, knowing how we want to approach this with the first social federal center program. and we will work with the city in terms of our monthly reports to make sure that the format and the data that we're providing is what they're looking for. And we'll come and present the board. Yes, that's really interesting. Yeah, so, um, not that you've heard what our process is going to be like, or you've heard the benchmarks and what we're going to use to collect. We wanted to take you down kind of sort of a snapshot of the first 180 days, but not leaving out the fact that you're getting everything the first source has already done. It's not going to take 180 days to get there, is it? But I wanted to say, you're going to get everything the first source has already done, which is the assessment, the outreach, the bringing the clients in, getting them to the jobs. This is the lift off point where retention starts. Once they secure employment. So we gave you again, just the lifespan of the 150 days. And yes, it will take us 180 days to get there. So we'll start with the fence. Not to say. But it'll be, we've identified that the clients attain employment. Congratulations. Everything is great. And start introducing who's going to be contacting them moving forward. One, they're welcome to come back. Absolutely, we would all love to see you. However, you're going to start seeing a retention specialist and a community liaison. That is coupled case management and linkage support to support services that they may need as they move forward. Now, that might not be identified on date one of employment but as you understand in the first 30 days things will start to creep up. Or not, right? If they're job ready things will go smooth but those who may have deemed themselves job ready and had not had consistent work history have not worked for a long period of time have gaps. Things will start to present themselves. This is what we introduce the retention specialists and the community liaison. And they would get calls monthly or as needed, right? Because it would like, someone's like, I gotta get out of here. I'm gonna choke my manager. And we want to avoid that right or or I got to get out of here I thought I was good with a 9-5. I just can't seem to get here and we can leverage our relationships with either the employer or a combination of with the employer and the job seeker to kind of help mitigate You know any issues moving forward or or bowing out gracefully putting someone else in a position to take over that job and find a more suitable job for the person that we just removed right and again we will be going through this on an ongoing basis in that time we will also be collecting their their pay subs all the all of that good stuff. Rapp around services with case So they're gonna talk about, you know, how did you feel on your first 90 days? Off and Tasty, I saw this job on the board and we could either say, I encourage you to do that because I think you're there or slow down, it's just your first 90 days. We encourage, you know, thinking forward, but this might just not be the right time for you. Whatever the temperature of the room is at that time. And we will be following them all the way through every benchmark, and hopes of keeping someone employed to the duration, or getting them through a process where they're gaining skills, where they now feel like they're ready for the next step, or a different job, right? Because if you're at a place for a year, sometimes they're like, hey, I think I've established myself well in this organization. There's no growth potential here. I'd like to be able to move to somewhere else. In that process of a year, we're going to be able to see where that's at, because we're going to have such a relationship. all of that reporting that's coming through the retention, especially as the community liaison, is going to be helpful in determining that. Also, I think Prashina and I have mentioned what we didn't mention here, but we've had discussions on case conferencing, you know, talking about our most difficult cases of folks not getting to where they need it, what additional support we need to do in reference to their service planning. And those that are going extremely well and how to attack that particular case, because as Richard mentioned, those employers are really happy with someone if they've been there for 180 days and doing well. That's our turn to walk in and say, well, Jane Doe did extremely well for you. If there are any other openings, we like you to consider for us. And that's our work. They're seeing it in live, right? When you collected it, do you collect the entire package or do you just collect salary information like do you collect benefits the entire, you know, the entire offering? Yeah, we will collect, we will ask if the benefits are offered and then if they accepted the benefits, that will be something that we would ask as well. One thing that I wanted to add to is that not only is the data going to be helpful from the job, the resident side, it can also give us data on the employer side, right? Because we might have employers that are only keeping people for, you know, 90 days or, you know, something. I was just going to ask about that. Absolutely. And there's that piece. Because if there's a developer that's not touristy, not hiring, we want to know who they are. Right. And so we can give them. So they come for us. We can present, you know, look, You're not hiring or local hire not doing this. So if we could get employer data. Whether or not retaining them, right? Like they could say, you know, look, you're not high or local high or not doing this. So if we could get employer data, whether or not retaining them, right? Like they could say, you know, we're bringing them on, but for some reason, whenever they get to that 90th day, nobody seems to get past there, right? Like so we can look at those trends and just see what's going on. As a part of that, I would just be looking for in the future how you saw for again data that can be malleable like asking an employer what was your employee late? Were they on time because late could be five minutes or five hours. So like you know are they blowing them out of the room for like oh I came in at 905 I mean I think we've all seen that, you know? So just understanding that would be good. And then actual tracking, if there's like a sign in or anything like that, that they're doing, like a clock in, whatever that is, would be great to get to that table directly. I was looking at earlier in the presentation, that Health Admin law enforcement, warehousing and maintenance. Do you have the per nurse job, per placement job data on each one of those sectors? I was just looking at the sectors that aren't going to be like minimum wage retail or restaurant jobs. Yeah, we're able to drill down into that information. I would love to see that. Absolutely. Did you have more? We just have a couple more. Yeah, and that's it. So we just wanted this time right here, it's really just to show you the staffing breakdown. So the staff in blue are our existing staff. You know, the oversight and the management, which is me and Nick and Rashida, that's actually an in-kind service to the city of Naurashow. We're not you know on the budget With the retention service was we're looking to add the retention specialists and the community liaison position Are you gonna be doing local hire? Yeah, we do that all the time 83% is already Naurashow 80% are worth the effort nourish out residents. Absolutely. And so just to kind of wrap it up, this is our proposed budget, which speaks to the two additional positions. I talked a little bit about celebrating the milestones. So we are proposing to provide people with gift cards as a token of celebrating their achievement at the 180-day benchmark. And the rest are kind of our regular, ongoing support, like equipment and internet and the fee for the third party verification services. Okay. I have a quick question and obviously we go around the drain when I was in the room. Have you done, this is great. Well, first off, you know, that's due a lot of great stuff. I will, it's not overcusing, but I can just say this disclosure, I have done work with West Ham and some of their affordable housing development stuff when we were, you know, buying and building homes and stuff. The title side, nothing currently now, but I have connection with you guys in that regard. I so want to let everyone know that. But importantly, for this, what we're doing here, have you done the same for other communities with the same sort of scope that we have here? Is this like the first time that you guys are doing all this whole panel play of things that we're asking you to do? Or is this just everyone is different? And yet we do it. And Austin and our Yonkers has us do it like this too. And now we're asking you to add these on. Right. Yes. Every contract is different. We've had like I said them the majority of the programs that we've Operated have had some level of retention services and retention and retention tracking great so absolutely Yeah, which includes our DSS program. I wish I started DSS. Yeah, I just wanted to mention I mean we've all been doing this for a very long time We we came in at a time where the contract with No Reshow was already established when retention wasn't in it, which was odd to us. We were like, we've never seen this, but we can tell you, we can do this work. Great. And it's a longer duration of retention that we're accustomed, but this is actually going to put us in a position where we can really lean on and take this to the next level and not just new or show, but all our programs. That's awesome. So as you know, and you've noticed yourself, there was concern among the community members that your placement rate versus your person to position, like one person to one employer rate would be different and you know that could happen for a variety of reasons it doesn't need to be like med various and tend to anything like that if somebody is just to be very explicit a dope fiend Then they might have more placements than the average person Yes, it would be very valuable for us to understand if there was not for any penalizing reason, which is for us to understand if somebody fall back into old pattern or wasn't an employer blowing them out of the room because you've got somebody have three placements for both of those reasons. So it would be really good to get clarity on those things. You definitely would do that. Yes. And then I kind of feel like, would there be a way, you can carry the other cities as well? Could there be a way to, since you already take employer data on paychecks or whatever, not something that you actually have to track yourself, that somebody should be delivering that to you in some automated way I would assume, right? So wouldn't it be valuable if in an automated way you could track somebody's employment with an organization past that one year mark? Because the average person should be holding on to their job something like two and a half or three and a half years. So wouldn't that be, would that be, would you be capable of doing that? Of going beyond the one year mark? Yeah, with the, I mean, I think. And being straight on your bed with. Well, I think that the tracking piece of it is a pretty heavy lift, right? Like that is something, you know, you're sometimes chasing people down for the paper, right? So I wouldn't, honestly, I don't know that I would say,'m willing to say we're going to track somebody for two years off the bat. I would like to be able to say let's do this for a year and see how it goes and see what we're looking at and then we can talk about it after that. I would say also just to sort of, you know, in my fiduciary role, you know, the contract term is a year generally for the cash counting organization and generally do commitments that are limited to the fiscal year, which is co-chermis with calendar year here. But we did talk about this. I'm not sure that there's an automated way. I don't know that we could have access to personnel and payroll records. I think that that is not provided to us directly for privacy reasons. But we have talked about it and we can see how this goes and if we want to continue to expand, we would have to extend the duration of the contract. I have more questions for later. I'm a little confused about the budget because if I rent the slide properly, the retention services is an an on to the current contract. Yes, that's correct. And requires a two people and you mean incentives and the additional resources that they've got in the budget. Just to point out the contract that they've had along with us has really been, it's not just out placement, it's the job readiness to get somebody through to get to the point that they can get a job, it's the developer relationships to do that. So as you look at retention as really the logical next step, we've put all that effort into getting a person placed. Now how do we make them continue to be successful into a career path? Not just that first job or even the second job, but really to keep them going. So when you look at the budget distribution, there's still that bit that you have to like think about is how do they get ready to get that job? And those services now, to some degree, continue. If somebody isn't retains in their job, they're kind of going back, but with the inhibitors for them to keep that job, well, one of the services they still need. So I think there's a good balance by adding the retention piece that really helps somebody be successful for a long term. Right. And to your point, Shane, like, wouldn't it be the greatest story for that person that got three jobs in the course of a year or a year and a half, but it was because they continue to advance throughout the process. That's what we'll be able to tell, that type of story. And even with that kind of methodology, for the employer, maybe they're volunteering information on, well, you know, we might be covering a college course for them or in addition to paying them, where we might be able to cover their dental, not their health, but their dental. Like, something, you know, it'd be good if we gave them more of a carrot for drawing that out. Yeah. Okay. Any other questions? You're not I was standing in the results that are going to be coming from this. The passion and caring that you guys have for this. To me, I don't care if the cost is go ahead and do we have to do it because I know this is this is like you're teaching people how to fish rather than us giving them fish and and it's the biggest skill that anyone can have to be able to and that's part of our mission is to part of our development is to really be providing outlets and jobs for the community and we haven't been the best at it. Through no fault of anyone at the table and it's a difficult job that you guys have and it's a tough burden so to just place it on you okay go make it happen it doesn't work that way it's a business partnership so we're looking for it to continue the partnership and to try to you know your successful we're successful so you know we want to try to do everything we can to try to make that happen thank you for your work thank you thank you thank I appreciate your taking the time. I know it's a late night. No, this is important. There's a whole game going on. It's a game I feel. I'm not looking at you guys. You're going to be looking at me. I generally find that if I don't watch the game I could do last time to Nick's win. So, that's what happens to me. You might have some self-expansion here. Salt Expansion here. No. No. A next man needs to do anything that they need to do to make sure that they're next to any other business. So I can just ask where you're at the table. Is there any further questions for the team? I'd like to see if there's a motion to approve. Is there a second? Second. Okay. Thank you. Thank you. Thank you. So I can just ask where you're at the table. Is there any further questions for the team? I'd like to see if there's a motion to approve So load is there a second? Okay, all in favor Hi any opposed? Okay Passes unanimously We have one last resolution and this should hopefully be a little quicker on I don't think there's anybody here to speak on it. So definitely go for it tonight. This is a resolution nearer shell council of the arts and sponsorship. Yes, so this item pertains to an authorization of a $10,000 sponsorship to the New Shell Council on the Arts 50th anniversaryiversary Gala. The CLD historically sponsors these events to support the community and the art community in New Shell. Although it's under the threshold for board approval, the item is brought to you this evening because it requires a budget modification in the marketing line item. The resolution would authorize $10,000 for the sponsorship to be moved from the fund balance to the marketing budget. I also want to sort of say that this, we're going to bring next month of a kind of a comprehensive budget amendment. There's a couple of things. It's just now this, but which is now very big. But there were a number of things that were delayed last year in terms of payments. If you recall, we had our prior or previous IDA development manager got a promotion. And so there was a little bit of a leg time. It happened right at the end of the year. There were a bunch of invoices that didn't get processed. They got processed at a 5 years budget. So we're going to walk you through what happened and when and and we're going to request that we reorganize the money. There's really not much of a net impact on the fun balance due to that confusion. It's just sort of like a deferral thing. So we're going to present a comprehensive budget amendment next month. Okay. Maybe we could have a uh maybe we could have the finance committee Yes, yes, kind of just go through that with you guys and have that great If there's no further questions is there a motion to approve the resolution Howard so seconded On favor I oppose I have any other new business to discuss tonight I appreciate now. I just want to say honestly, I appreciate the generous amount of time for everybody in the room. I mean, this is some meaty stuff that we're kind of dealing with and a lot of emotion to it. If I'd different than just building this stuff, I mean we're talking about actually human side of things and I know it's late, but I really, on behalf I really appreciate the time and effort everyone's put in try to push us through and appreciate that. I thank the board too. Well I think it really you guys are all here. You guys ask great questions and really push us to do better. Our next meeting is therefore scheduled for Wednesday May May 26, 2025, 7.30pm. It's your motion to adjourn. So, second. All the play, aye. The meeting is adjourned. Good night. Thank you. you