Hello, everybody, and welcome. Thank you so much for joining us this afternoon. I'm Susan Collins, the Joan and Sanford Wildean here at the Gerald R. Ford School of Public Policy. And we're thrilled to have you here for what promises to be a terrific policy talks. So welcome to all of you. Our topic, of course, is community health empowerment. And I'll say a little bit more about that and about our speaker in just a moment. But before we begin, I'd like to thank both the Ford School Center for Public Policy and Diverse Societies, and also the Gilbert S and Martha A. Darling Health Policy Fund for helping to make today's event possible. And Martha is with us here today, thanks. We're delighted to have you. Welcome. I also would like to thank Judy Remelhardt, who is the daughter of Judy. Are you here yet? She is here. Wonderful. We are delighted to have you here with us. Welcome. Judy is the daughter of Dr. Harry and Margaret Towsley. And we are here today to do part of our commemoration for her family's legacy. Named for her parents, the Harry A. and Margaret D. Towsley Foundation Policy Maker and Residence Program was established here at the Ford School in 2002. And it is a phenomenal opportunity for us to bring to the school policy leaders with extensive experience in a variety of different dimensions of policymaking to engage with our faculty, with our students to teach, and also to do a public event. And we are delighted to be here today with our 2015 Towsley Policy Maker and Residence, Ruth Brown, who is today's speaker. Ruth is CEO of the Arthur Ashe Institute for Urban Health. And she is also a graduate of Princeton. She went on to earn a PhD in public health at Harvard University. And I'm delighted to make sure that all of you know that she's also a Wolverine. In addition to having an MPP, a master's in public policy from the Ford School, she earned an MPH from the School of Public Health here. And so it's been wonderful to have her back home and here on campus. She's been here just for three short weeks. I have to say it seems like it's been a lot longer. Our students say that she's not only inspiring, but they call her a dynamo. And I have to agree with her with them. So if you walk outside of her office, there are typically students lined up to engage and talk with her. She has already had a number of different sessions and meetings with faculty and students. She has led a segment of our school's ongoing community conversation around race in the United States. And she has brought speakers in and launched her own course in health disparities. All the while, she is leading from afar the Brooklyn-based Arthur Ashe Institute for Urban Health. So part of me thinks she must have cloned herself to be keeping all of these things moving forward. Her topic today addresses a number of the interrelated issues associated with health equity, including prevention, issues around health community options and policies to support investments in health. Her varied experiences mean that she's particularly well-positioned to reflect on these very complex issues. As CEO of the Arthur Ashe Institute, and I note that it's interesting that it's actually located just a few blocks from her home in Flatbush. She is one of the nation's leading health innovators in urban health. Among her many accolades, she has received two Fulbright awards. And under the second of those, she developed an internship program for high school students at the University of the West Indies in Trinidad and Tobago. That was a very successful project, and it's just one of the many examples of the types of programs around community empowerment that Ruth has both led and been engaged with. As one of our alums and as a policy advocate, she will tell you that while health policy, not while, health policy is a terrific profession, but for those who wanna make a difference, it's not a short-term instant gratification type of a profession. It's something that takes dedication, it takes leadership. And those are skills that we hope she learned in part here at the Ford School and in a variety of other ways. I just wanted to give an example of one of the types of programs that she has been engaged with. In 1994, just two years after the Arthur Ashe Institute was founded, Ruth helped to launch one of what is now a signature program, and that is an afterschool enrichment program designed to inspire more minorities into health and science professions and return to their own communities to be able to share their skills. Well, in the 20 years, and I have to say, I am so inspired and impressed by some of these statistics, fully 99% of its graduates have gone on to college and 60% of them have entered bachelor's programs in science and health fields. That is really inspiring. Congratulations. So, before we get started with what I'm very much looking forward to, I wanted to remind our audience that if you have a question, please write it on the question cards that were distributed as you came in. At around 4.30, we will have staff circulating to begin collecting those cards. And with help from Professor Ann Lynn of the Ford School, two of our students who are also in Ruth's class, Keanna Shelton and Shanara Pierce will be reading the questions. And if you are watching online, please tweet your questions to us using the hashtag policy talks. And so, with no further ado, it is my pleasure to welcome Ruth Brown to the podium. Thank you so much. That was my pleasure. Thank you. You're welcome. Good afternoon. That would be a good afternoon. Good afternoon. Good afternoon. Thank you. One second here. All right. So, first, I just wanna say thank you. And I wanna say thank you to the Towsley Foundation for this tremendous opportunity that's been given to the Ford School and to the Ford School for the tremendous opportunity that they have given to me to come home to my alma mater here at Gerald Ford School for Public Policy. I am delighted to be back and it is also, I'm very grateful for the opportunity that Dean Collins has given me to invite me to come here as a Towsley policymaker in residence. I'm having a ball. I have to say, you all think of new things for me to do every day, but I'm enjoying every one of them. So, thank you. And I also wanna point out the skill that this Dean has to get me to come back here in the dead of winter. And her tag team, I wanna acknowledge Sonya Gill, who she sent ahead to try to lay the ground for me to come back here to the Ford School. So, again, and they are both celebrating birthdays this week. So, can we say happy birthday? Happy birthday. All right, great. So, it's my pleasure, as I said, to be here and I wanna acknowledge, of course, my team at the Arthur Ashe Institute. I have the pleasure of serving with a board and the board chairman of the Arthur Ashe Institute, Dr. Edgar Mandeville is leading this organization to its next level of accomplishment. And he, along with the other board members, are doing a tremendous job in that regard. And it is my pleasure to serve for them and with them to build the possibilities for the Institute. I also have the pleasure of serving with a tremendous leadership team at the Arthur Ashe Institute. My team, Dr. Marilyn Frazier-White, Dr. Mary Valmont and Mr. Umberto Brown, and those who are working with them every day to build possibilities in our communities around empowerment, involving people in the work that we're doing to build solutions in their own communities. So, thank you. And last but not least, I wanna acknowledge the Institute's 20-year academic community partnership with our partner SUNY Downstate Medical Center. And specifically, the work that we are doing through the Brooklyn Health Disparity Center and the team of researchers and advocates and community partners there. So, we believe that together we're building a national model for universities in partnership with community. And we have a lot more to do. So, I have a little clicker here, right? Great, great. So, partnership is the core strategy that we use at the Arthur Ashe Institute. And everything that we're doing links community leaders and activists and legislators and providers to address the root causes of health disparities. And we're guided by our founders simple but profound words. Start where you are, use what you have and do what you can. And that's what we're trying to do in Brooklyn. So, I hope you'll take copies of the materials outside and read about our methods and our programs and our results.  So, first of all, show of hands if you know who Arthur Ashe was. This is hopeful. Arthur Ashe for those who don't know was the first African-American man to win Wimbledon and the US Open Tennis Championships. And he used his celebrity as a tennis champion for humanitarian causes both here in the United States and abroad and was known very much for his anti-apartheid work. And so we work every day in his name and we consider ourselves a legacy promoting organization. So founded in 1992 by the tennis champion and humanitarian Arthur Ashe, it's important to note that the Arthur Ashe Institute is an independent 501C3 charity. And we are located in Brooklyn and we have our main campuses on the campus of SUNY, the State University of New York Downstate Medical Center. It is a partnership. And we use a model of community health empowerment in the work that we do to address conditions that disproportionately affect underserved communities. So we know we have a lot to work with and some of the community assets and local heroes who are often overlooked appear on the screen before you. Our approach is really to leverage those community assets. And we truly believe that all communities have assets that can be engaged on behalf of the community's health. So the assets include the institutions on the left, like businesses and places of worship, of course the local health and social service agencies, libraries and schools, but they also include those personal care establishments. And when I talk about personal care establishments, I mean the beauty salons, the barbershops, the body piercing and tattoo salons, the laundry mats, even the nail salons that are in the community. So, and at these places in the community, which have become our educational campuses, there are people who can be engaged in community health empowerment. So community health empowerment is the model that we use in everything that we do at the Institute. And what we're really talking about is connecting people to the information and the tools and the resources that will allow them to make better informed decisions about their own health, but also safeguard and engage at the health of their communities. So we want them to be proactive about their own health and we want them to be proactive about their family's health as well as the advocates for their own communities. It's a model that's designed to increase the options that people have. Increasing their sense of urgency and making it more likely that they'll share their knowledge and their experience with others, sparking the social contagion that's been documented as effective in addressing issues like obesity and smoking cessation, teenage pregnancy and the like. And health messages are tailored, tailored for us so that peeps, tailored for the participants so that they can act on them immediately and convey their experience and outcomes to others. So this is what the Institute's doing. The Affordable Health Care Act also acknowledges and begins to address the underrepresentation of diverse groups of color in the healthcare workforce. And our Health Science Academy that Dean Collins referenced earlier was founded in 1994 in response to the underrepresentation of minorities in the health professions. Arthur Ashe believed in academic excellence and that is exactly what the Health Science Academy is about. It's a signature program of the Institute and to date we have a thousand graduates of the three year afterschool programming that we're doing at the high school level. Now I will tell you what we're really trying to do is take young people out of neighborhoods that we want them to come back to. And just because you identify young people from neighborhoods to go through academic preparation doesn't mean that they will wanna come back to their own neighborhoods. And so for us that's key. It's building community commitment to your own community. And so we're giving them not only the technical, the academic enrichment, but the attitudinal preparation to get a leg up so that they will not be weeded out of undergraduate science curriculum programs in their first semesters. And now we have a robust expanded pipeline that starts even earlier in middle schools. Introducing career exploration and extending forward with programming for the Academy alumni at various phases of their academic tenure as well as their professional health practice. The Institute takes a pipeline approach to its partnership with SUNY Downstate, which is by the way Brooklyn's only academic medical center and one of four in the state university system. And our goal is to reach youth of color from middle school to high school. So as Dean Collins said, more than 60% of Academy graduates choose to study science at the undergraduate level. And that compares to less than 6% of minority students nationally who make that choice. In terms of our community outreach, we are right in the sweet spot of the Affordable Care Act. And the Affordable Care Act calls for comprehensive medical homes and preventive services and education that occurs outside of clinical settings. It's a vision that shaped our work from the very beginning. So what we're looking at with our programs is what is the health behavior of customers in Stylist and Barber Delivered? What is the health behavior of customers based on Stylist and Barber Delivered health messages? So let me just give you a couple of examples. Heart of a Woman is one of our programs that really is our answer to the increasing incidence of heart disease among African-American women. Heart of a Woman takes place in beauty salons in Brooklyn and we've probably worked with over 400 beauty salons and barbershops in the borough of Brooklyn. And it's basically about knowing your numbers and linking people to health services. Now, Barbershop Talk with Brothers leverages the work that we've been doing in barbershops, but basically is an HIV risk reduction program for heterosexual African-American men. And Barbershop Talk with Brothers is a program that we run in partnership with the Brooklyn Health Disparity Center and the team of researchers that work with us there. We've enrolled more than 300 men in this new HIV risk reduction program. Now, Access is a program that connects people who are returning to their communities from prisons and jails and links them to health services. And I'm gonna talk more about the Access program in a minute. The Brooklyn Health Disparity Center is an NIH-funded Center for Excellence that really leverages community partnership. It is community-informed. It is community-driven, and it is community-engaged. And it basically is a partnership between the three institutions, which is a unique community, academic, and government partnership. So it's the Arthur Ashe Institute, the SUNY Downstate Medical Center, and the Brooklyn Borough President's Office. To use this method of community engagement around policy, advocacy, intervention design, research, as well as training. We believe that to achieve equity, you have to acknowledge, document, and monitor inequity. And in order to do that, we have to address the health disparities in a way that engage communities in the documentation, the monitoring, the decision-making, and the problem, and the development of solutions. So to see how this works in action, I'm gonna let some of those local heroes speak for themselves about how they're fulfilling our founders' vision, starting where they are, using what they have, and doing what they can. Probably, Fraser has been running us a lot here in these platforms, which we're going to quickly use. What I do, I try to build up for all of the customers. I talk in the way, and I tell the USA, oh, I just came from the doctor, and doctor said it is, and doctor said that. But what I find most of the customers, they will discuss things with the address, and they will tell the doctor. This is something that happens in the hospital. When you go in for an appointment, you can end up getting more than a haircut. Now you do expect it, because when you come in, she's not just doing her hair, she's talking about what you do drink, what you do drink, what you do take, what you do do. Probably, for you to know about this model, there's this Brooklyn, are trained by the Arthur Ashe Institution to address health issues using the closed-cumplification with her clients.  But she's doing right, she's doing okay now. Barbara is our trained great chapter men, and the last disease Arthur Ashe came in to enlighten us about was HIV and AIDS. It is staggering to see how many people are affected when Dr. Cuss's owner, Destin Romeo, isn't a better doctor, his customers say he's saving lives. When we were talking to a man who was, at least going forward from 350 pounds, I'm down to like three, and that really has to do with them. My brother right here would give me like fruit drinks and vegetable drinks and stuff. Dr. Dez, he would ask me like, what do you like to eat? And I would say stuff like, you know, I love my cheeseburger deluxe and milkshakes and I would eat drinks, soda and stuff like that. And instead of doing that, he said, try to eat egg whites and turkey bacon. I don't know them, my life, because I'm on a road to recovery. What makes clients seek medical advice in the salon rather than a doctor? I like to make insurance because clients from seeking preventive care. For many, it's a matter of trust.  I don't want you to look at the fact that if we work here, they're gonna be off and we will continue to work, we have to start a working with the off-action to spread the word and keep the community educated. What I like about the program is that it brings it to the people that don't know anything what's going on about their health. So I had the opportunity to participate recently in a fellowship that is sponsored by the Presidio Institute. And it's a year-long program that's intended to develop leaders who will engage across, intersectorily, so across government, across business, and across the not-for-profit sector to solve seemingly intractable problems. And it was important to be involved in that because as the Arthur Ashe Institute considers what is major and new work for itself, and that work is to address health concerns for people returning from prisons and jails to their communities, we often encounter the question, whose responsibility is it to address the needs and rights of the re-entry population? People returning to their communities from prisons and jails. And we contend that it is to be true to an urban health institute, we have to be addressing major social determinants of health. Our mission is really to address the social and cultural issues that affect health and wellness. And so incarceration and its effects is a major social determinant for us in our work. So the work we've done over the past 20 years is a testament to what barriers can be overcome through openness, persistence, and continuing to talk to people who might oppose you until you find some common ground, some translatable language and experience. So Arthur Ashe said, do what you can. And I will say that the three programs I describe guided by our community health empowerment model really address complex root causes through approaches and activities that are designed to narrow gaps in trust, in motivation, in access, and in representation and in information. And representation is key for us, right? Who is at the table? Who is at the table and how do we find common language that reflects our individual experience in terms that we can understand and work with? So each of these is equally important to us, but today I'm gonna talk about access and how the Institute is responding to the opportunities in the Affordable Care Act. So our access program connects people who are returning to their communities from prisons and jails to health services. And this is an important response to an urgent need in the borough of Brooklyn where we work. Brooklyn, Central Brooklyn is 80% black. 30% of the people residing there live below the poverty level. 29% of the residents are born outside of the United States. But get this, 75%, 75% of New York State's prison population comes from seven communities in New York City. And three of those communities are in Brooklyn in the areas that we work in. So to demonstrate the importance of these statistics in our work, the access program targets people who have been jail involved in our community. And I wanna point you to the work of Eric Kodora, who is the director of the Justice Mapping Center and has done work that is coined around million dollar blocks. And how that concept is being applied very specifically to Brooklyn and the neighborhood of Brownsville. So the Brownsville section of New York's Brooklyn borough has long been considered challenging. It's been considered a dangerous community. And the Brooklyn based Justice Mapping Center has been tracking the cost of incarcerating residents of neighborhoods like Brownsville block by block for the last 15 years. The Justice Mapping Center coined the phrase million dollar blocks when they were looking not at crime rates, but at incarceration rates on those blocks. They mapped where people were going in and out of prisons and jails every year and started to look at the data at a very local level on the block. They tallied the cost of that imprisonment for each block in Brooklyn and found places to which the state and the city of New York were spending more than a million dollars a year to send the residents to prisons and jails on average between two and three years. So the map on the left shows the cost of incarcerating all residents sent to prison in 2009 from each block in Brooklyn. And the dark red blocks represent areas where the state will spend more than a million dollars to incarcerate people. The map on the right shows the cost of incarcerating residents from the individual blocks in and around Brownsville. And as you can see, there's several million dollar blocks in Brownsville. So where's the opportunity? Well, if you look here, we have, this is a map of beauty salons and barbershops in Brownsville. And we've worked with many barbershops and salons in the Brownsville community. The Barbershop Talk with Brothers project that we are currently working on has established relationships with many of the barbers in Brownsville and its surrounding or next door neighbor, East New York. So in terms of community empowerment, there's opportunity here, right? Looking for the places where people naturally go and looking at the opportunities to engage them on behalf of the community's health. Now, the Affordable Care Act has the potential to build a safety net, wide enough for all who need it. However, almost all. However, in the language of the Affordable Care Act, as practitioners, we're told that it's up to us to work intersectorally to close the access gap. So again, in our programming, information on screening is accompanied with referrals to culturally competent providers and the means to enroll in low cost or no cost health coverage. Approximately 10 million people are released from US jails each year. And this population is disproportionately young, male although increasingly female, minority low income and poorly educated. So compared to the general population, these are individuals that have high rates of mental and substance use disorders. So access to much needed health and mental health services as they leave jails could improve health and potentially recidivism. 63% of men and 75% of women entering jails exhibit symptoms of a mental health disorder. Alcohol plays a role in more than 50% of incarcerations and illicit drugs in more than 75%. People in jails experience higher rates of chronic and acute physical mental health conditions compared to the general population. And those conditions include hypertension and asthma and cervical cancer as well as hepatitis among others. Most individuals released from jail have no health insurance and as many as 90% of people entering county jails are uninsured. Without ongoing physical and mental health care, many released individuals are susceptible to relapse of conditions that may have gotten them arrested in the first place or may have been contributed to their arrests in the first place. And I, transparency here, I serve on the board of the Center for Healthcare Strategies and they have released recent data about the opportunities for the Affordable Care Act for jail-involved populations. And for those of you who don't know what the center is, the center has been focused on diverse and low-income populations, but their sweet spot has been Medicaid. Medicaid expansion for low-income adults under the Affordable Care Act offers the potential to connect more, many former jail-involved, many formerly incarcerated individuals to health insurance coverage for the first time. So people with mental illness, substance abuse disorders as well as a history of incarceration and who may have much more difficulty obtaining stable employment than healthier jail-involved individuals. This is an opportunity for. With Medicaid expansion, eligibility for Americans with incomes up to 138% of the federal poverty level, this should greatly increase coverage for people who have recently been released from jail and perhaps improve the health outcomes and reduce recidivism in this population. The Affordable Care Act offers many new options and it allows states to expand Medicaid to non-elderly adults up to 138% of the poverty level but also it offers subsidies to purchase marketplace coverage for those between 100 and 400% of the poverty level. Up to 30% of people released from jails could enroll in Medicaid in states that expand the program. An additional 20% could enroll in a marketplace plan but that's gonna be more difficult for people who have mental health and substance abuse disorders. So that might result in a relatively higher Medicaid enrollment and lower marketplace enrollment for that subset of the population. But the benefit plans offered to the Medicaid population have to be and through the marketplace must include mental health and substance use services at parity with comparable medical benefits. So given these requirements, most states expanding Medicaid are increasing covered mental health and substance use treatment options. So again, this is about improving access, right? Which requires the implementation of this legislation in ways that reach the jail-involved population. But you have to reach this population in ways that are socially and culturally relevant. So again, I wanna thank, acknowledge the Center for Healthcare Strategies for their work that they're doing on access for jail-involved populations. So in the words of our founder, which we hear every day, right? As we try to work to eliminate health disparities and achieve health equity, it's really about starting where you are using what you have and doing what you can. So what do we have that we can use? We have the ability to identify community assets and develop people in the community. And the Institute recently received funding from the Langloff Foundation to develop an intervention that would increase health access for formerly incarcerated individuals, people returning to their communities from prisons and jails. And that is our program, the Access Project. The formative work confirmed that over 80% of the barbers that we were working with had had an incarceration experience, 80% of the barbers. So because the barbers that were working with us had had experience with incarceration, we felt that they could be very credible messengers for the work that we were trying to do. And they indicated their willingness to begin to identify strategies that would help people really reenter the community and access services. And so they are engaged with us in very meaningful ways in both identifying people who need services and also facilitating, getting people linked to services. One of the challenges for us is sharing the work that we're doing with prison discharge planners and that represents new work that we are engaged in. And this programming specifically for jail-involved members of our communities as it represents new work for us is ongoing, but it does represent a future direction for our organization. Again, to be true to an urban health mission, you have to deal with the social determinants of health and in the communities we are working in, incarceration is a huge one. So we have the CHI model in our programming, our history of implementing successful programs. And we believe that people can't fully accept responsibility for their health without an expanded range of options. From personal care establishments like the beauty salons and barbershops to under-resourced middle and high schools, the Institute supports indigenous community leaders. We're trying to grow them and engage them in their own community's health. At the Institute, we navigate worlds that don't necessarily talk to each other much. And when I say that, I mean the world of academic medicine and life on the block. So we have many community partners, other community organizations that we work with, and we are trying to address what are pretty shocking disparities in the communities that we work in. In our work, we partner with people and organizations that are working to provide the services, address the social determinants of health and address the social determinants of equity. So again, starting where we are using what we have and doing what we can. And I thank you for this opportunity. Good afternoon, my name is Shanaeira Pierce. I am a second year MPP here at the Ford School and I'm currently enrolled in Dr. Brown's course. Hi, I'm Keanu Shelton. I'm also a second year MPP, I'm graduating one of that. And I'm also very excited to be here today. I'm also taking Dr. Brown's course and it has been extremely illuminating. I'm also super duper privileged and excited to say that I got to spend my summer internship time at the Arthur Ashe Institute for Urban Health as an intern there working on really important issues for the Institute and for myself. So I'm super duper excited. We have some questions for you today. So we're gonna kick it off. We're gonna try to get in as many as possible and we got some great inquiries. So I think Shanaeira's gonna ask you a question. This will be a two-part question. One is, what motivated you to pursue work in health policy and how do you go about inspiring students who want to return to their communities? So I would say that there is nothing like experience in your communities. When Dean Collins referenced the work that I was doing in Trinidad, it represents a replication of work that we do at the Arthur Ashe Institute. And so in Brooklyn, we have young people who not only are being academically prepared, but they participate in community-based participatory research experiences that get them working with community-based organizations in their own communities around social determinants of health. So part of the goal is really to get young people engaged in understanding, identifying and coming up with the solutions for the challenges in their own communities. That's at the pre-collegiate level. In terms of students who are interested in public policy, I would say that while the Institute is doing grassroots programming, we're a hybrid organization that is working across intervention as well as service, as well as education and training and research. And so the active community-based research has a lot of implications for policy. And we try to use that opportunity to educate legislators and those who serve legislators about the problems that we're seeing on the block. And so that those things get considered as policies being developed. So the experiential opportunities around going into health policy are important so that you have some grounding in policy advocacy work that you might engage in. What was that? That might have been the second part of your question. What motivated you to pursue work in health policy and how do you encourage students who want to return? How do you measure the results of your community empowerment initiatives? So much, you know, we are an institute and a lot of what we're doing is incubation, testing the effectiveness of the models that we're developing and we've had some opportunities to replicate. The work that we do, for example, in the communities, in the barbershops and the beauty salons, as I said, what we're looking at is what is the health behavior of customers based on a stylist-delivered health message? So we are developing curriculum to curricula to teach the barbers and the stylists how to coach their customers towards better health. And stages of change has traditionally been our model of continuum that we're trying to get people across. But what we're doing is using the trusted relationships at the level of the barber and their customer to get the barbers and the stylists to actually engage their customers in moving across that continuum. We use focus groups, we use in-depth interviews. We have NIH funding, so our methods are pretty rigorous in terms of the process as well as the outcomes. Much of what we were doing early on was really looking at the feasibility of using these kinds of approaches in the community. And now, having proven that it's feasible, acceptable, we are actually measuring the results of the work that we're doing. And for us, it doesn't matter whether it's heart disease or cancer or smoking cessation. It's really about breadth and depth, right? So how do you use the model to reach people and get them to change their behaviors across this continuum? But also, how do you expand the opportunities beyond, let's say, the African-American community that we're working to extend to Latina beauty salons, for example, or in this case of the access project to formerly incarcerated populations? Concerning the Health Science Academy, what is the selection criteria for the students? And besides academic supports, are there other types of services to complement scholastic enhancement? So the students come from 12 high schools, at the high school part of the academy, the students come from 12 high schools in Brooklyn, and the high schools vary across, some are, I would say that probably out of the 12, 10 are public schools and two are parochial schools. The students have to get at 85 and above in math and science in order to get in the program and they have to keep that average to stay in the program. What was the last part of your question? That was a criteria. Are there any other types of services to complement scholastic enhancement? Right, so our students are getting support around learning styles. They are learning about health disparities research. They are participating in financial aid workshops. We engage their parents as well. We have a prep for them for SATs, PSATs. There's a lot of things they're getting. Anything else, Keanna? You work with them this summer. That's a lot, yeah. And guidance in terms of both the college application process. But most importantly, I think what the students are getting is an opportunity to be on the campus of a major medical center and the familiarity with engaging with the professors and the graduate students who are there. I think the other piece I would have to say, and I would definitely be remiss not to say, is that the acknowledgement of the difficulty that many minority students have in navigating the process of both going to college and staying in college and advancing in the health professions. And I think that the institute's approach has been to really lay those challenges out so that people know what to confront and how to navigate as they're moving along that path. Individuals who leave jail or prison may spread diseases such as hepatitis, antibiotic-resistant TV, or HIV after their release. Are there any screening or education programs to prevent these problems in prison or that your foundation or institute does? I don't know about prevention in prison. I know that there is correctional health, which is supposed to deal with those issues once people have been identified as having them. I think what is the challenge is that upon release, many people are just sort of released. And whatever they were getting, and for some people, whatever healthcare they got in prison is the only healthcare they've ever gotten. When they're released, they're not linked to services. And so if they were making progress in terms of disease management in prison, there's no reason to believe that they'll make progress, continue to make progress, having been released because they're not linked. And so that's really where the challenge is in terms of linkage to service and facilitation of a seamless pipeline from correctional health to health services in the community. We have a question from Twitter. How do you sustain the work of the institute? With great difficulty. This bridge called our back. So the institute's work is supported by a range of funding opportunities. We have both government grants as well as private and corporate foundation grants and grants from individuals. I would say the individual grants are probably the smallest of our grants, but we're constantly looking at ways to actually engage the people who work with us in the fundraising on behalf of the institute. And I think the sustainability also comes from the fact that I've had the benefit of having, the institute has really benefited from long-term staff and how you engage and develop that staff I think makes a difference in terms of, in not-for-profit you work miracles with very little. And so we're constantly thinking about ways to diversify our funding base. And then we do traditional things like annual events. What are some of the findings of your research in communities? Do you see trends and lack of access or racial disparity, for example? So my whole presentation, right, was about that, absolutely. Do we see trends and lack of access and, yeah, next? I imagine are there any notable trends that you're seeing apart from the ones that you spoke to us today about which? I think that, so I work in mostly underserved communities. And I think the challenge in working with underserved communities is that you're constantly having assaults from various different things, right? So it could be a lot of attention paid to HIV this year and we've moved on to hepatitis C next year and we're talking about Ebola and we're talking about enrolling people in the ACA. I think what the challenge is for us is that there's so much fragmentation in the system and there's so much diversity at the community level that the linking people to a seamless pipeline of services becomes the real challenge for the organization. And so when I said earlier that it's the model that we're trying to promote, it really is about giving people the tool so they can navigate across a range of issues. In terms of services, I would say that one of the things that we are seeing in our work is progress with people knowing their numbers. So when I talked about the heart disease program that we're doing in beauty salons, we are seeing that people are much more conscious about their, we actually have salon blood pressure monitors, body mass index monitors in the salons and shops that people are much more aware of what their numbers are. It's the linkage to care piece that continues to be the challenge. Excuse me. So much of your work with Arthur Ashe is about place-based health strategies. How difficult has it been to reach a subset of the population that is barred from so many traditional institutions? How can strategies begin within prisons and once individuals re-enter society at large? So a million dollar question. I think with careful navigation and with culturally competent navigation. So I think, you know, when you are talking about a population in our work, we've been working with beauty salons and barber shops since 1995, 96. And when it was shocking to us to find out the levels of incarceration experiences that barbers had. But when you begin to engage those indigenous leaders in the community on behalf of the community's health, you get homegrown information that you really can't pay for. And their ability to guide people along a process and navigate linkage to care is priceless. I'm part of a team evaluating Michigan's Medicaid expansion, including the impact of enrollees on their families and communities. For the re-entering population, what would you ask them or what would you measure to examine the impact of enrolling in Medicaid? What would I ask them? Okay. I'm not sure I understand the question. For the re-entry population, what will we ask people who enter the community, who re-enter the community? Yes, certainly I think it's important to ask people what they need, right? And they don't necessarily articulate health services as being their primary need. So you could imagine that people who are re-entering the community from prisons and jails are concerned about how am I gonna support myself, right? So employment and where am I gonna live? And I think that one of the challenges that we have is how you integrate employment and housing and health, all of those social determinants that make people whole, right, in linking people to services. So I definitely think, you know, our model is based on asking people what they need and what they think are the solutions for those needs. And so asking people who are returning to their communities would really be about prioritizing. Does the student pipeline program also provide you an opportunity to engage family members to improve their health? More generally, are there connections across your programs? Yes, so that's a great question. There are many connections across our programs. There are some of our students actually have parents who are in the health professions and many of them have taught in the program. We have, so engagement of parents is absolutely and guardians is absolutely important in our work and people given their different professions have added value and a voluntary basis to what we offer in terms of our student programming. Was it hard to transition from on the ground work to your current position as CEO? Asking a little bit more about you, I suppose. I don't know that I have transitions and I don't say that as a good thing necessarily. But because of the hybrid nature of the Institute, my hands are in a lot of things. So I do pride myself on learning not-for-profit management and I also pride myself on translating the on-the-ground work to its policy implications. But I would say that in terms of being involved in research as well as design of program, I've tried to mentor and support people who work with me to take on more responsibility in that regard and I definitely think that they do and are leading in their own right. But we're a small organization, so I continue to be involved in the many aspects of the Institute. For medical students who are interested in policy, what kind of training opportunities are available? For instance, residency programs with policy components, do they exist? Ha. Usually those come in the form of joint degrees in public health. At the Institute we've had a number of people who have done not formal residencies but informal residencies with us, internships, graduate fellowships and we try to involve many of them in building the policy arm of the work that we do. So and we do that at the student level too. So an example of that is we work with a partner called Make the Road, New York. And Make the Road, New York was very interested in, Make the Road, New York was known for a class action suit that they launched against the public hospital system around language access and translation. And we actually had students work with them and the project that they worked on was actually focused on pharmacies and looking at pharmacies making available translation interpretation and signage that people could really benefit from in terms of using their medications. And so it's a great example of how policies can get informed by local on the ground community work. So that's just an example I would share for someone who might be interested in doing work around translating grounded community work to its policy implications. In looking at incubation and scale of your programs, when building community health advocates, what is the greatest obstacle? I think the greatest obstacle would be, we work with a lot of people who have been voiceless. And coming to the table doesn't necessarily mean that everybody's ready to come to the table. And so a lot of our work is, it's along a pretty long time continuum. We have to get people prepared and ready to be advocates. And that often means that we have to do skills building in the course of building those advocates. And I would say that that's probably our biggest challenge because the time from skills building to advocacy can sometimes take a while. We have another question from Twitter. Was your work in Trinidad part of your work for the Arthur Ashe Institute? How does your interest in Brooklyn and on the West Indies fit together? So well, so just on a personal level, my parents are, my dad was from the Caribbean. My mom was African-American from Ohio. And I spent time as an undergraduate at University of the West Indies. So I had the opportunity to do a full write. And when I was trying to think about my project, I said, well, I have to take time from work. So it might as well work for work. And we were doing the program in Brooklyn with Brooklyn students, many of whom hail from the Caribbean. And I said, why couldn't we replicate this program in Trinidad and Tobago? And so that was actually the impetus for that work. And it's very much part of the Institute and we've been very successful in being able to sustain that work for the last three summers. This will be our fourth coming up. Do your HSA students come back to their communities? Do they engage with your summer school students? Yes, we have an active core of alums, mostly who live in Brooklyn, but those who come for the summer are actively engaged in the work they do. They teach in the program, they mentor in the program, they serve as group leaders for those students who are working in the summer on community-based and participatory health projects. They help to guide students who are going through the application process and they do internships. And then through the Brooklyn Health Disparity Center, we're able to offer them opportunities to do research themselves, get published, participate in professional conferences, et cetera. How do you encourage and incentivize the barbers and the beauticians to be those community health advocates? Or is there any type? So in terms of a monetary incentive, the barbers, we ask them to host things in their salon and we'll give them a stipend for hosting and they can use it for refreshments and that kind of thing. But if you think about it, it's really mind-body spirit, right? So how do you encourage people to give back to their communities, I think, is really at the root of that question. And in our case, we have found that people are not only willing to do it, they're asking us when we're coming back. I think the sustainability issue is on our part of how we can't sustain active participation in 400 barbershops all at once, barbershops and beauty salons, but we are constantly going back to those that have worked with us with new programs to test new models, et cetera. And I think the challenge for us has been really around boostering, not incentivizing, but boostering meaning going back and making sure that people keep talking, that we're giving them more information to disseminate in the community, more information to share with their customers. And so when we booster, we get results. Is there a possibility to engage staff in prison in your strategy development for connecting people returning to the community with health services and health information? If this is already happening, what does it look like? So it isn't already happening. It's a process of engagement and trust and motivation and political will and all of those things. And so we are in the process of relationship building with those who are in correction so that we can create this seamless pipeline and really take advantage of the Affordable Care Act. But yes, that opportunity is absolutely there and is absolutely essential. And some of the students in my class are designing that. As a concluding question, we would like to know what is next for the Arthur Ashe Institute? So the Institute was founded to develop models, test their effectiveness and replicate them. And we've had some opportunities for replication. I think for us, it's really building the business model for replication, but the process that we use is really around training other like-minded community-based organizations to do the work that we want in their settings. And so the business model for that is definitely forthcoming. And I think that the opportunity to do multi-site studies using the models that we have developed would represent future work. Thank you. Not sure if this, ah, it is working, wonderful. I just wanted to say thank you very much to Ruth Brown for her presentation and engaging in so many questions. I'd like to thank all of you for joining us this afternoon and for all of your engagement in this important topic as well. I hope you will stay and continue the conversation. We have a reception just outside in our great hall. And so please join me in a final round of applause to thank Ruth Brown. Thank you.


Melissa. Hey, how are you? Okay. Thank you. Okay. What are you doing with cost? Are you in there or did you get out of it? I am still in cost. Yes. I am sitting here watching it at the moment. Okay. So you didn't follow your rules then? I didn't follow my rules. Your rule was to get out with profit up 60% to 100% which this trade is or was. But I haven't, Melissa. I am at this moment in time. I am up 19.78%. That's impossible. You need to change brokers. What on God's name did you pay for this trade? That that is physically impossible. It's actually impossible, Philip. I paid 373 for one contract. No way. Is that high? That's insanely high. From the time that I called the trade, I called the trade out of the gate on Friday. Look at this here. There's no way, Philip. There's no way. Well, that's what I thought. This would show that you would have gotten it after 11 o'clock between 11 and 12 if you paid that much. Yes, you could have. You could have, but you would have paid. You would have bought it late into lunch. I should have written the time down. I bought it because I'm taking note of this. I think there's something up with the place you're trading at. This isn't the first trade. I mean, you should have been up that.  I mean, this is still, this is holding the price actually. Gorgeous. I mean, but I wanted to make sure that you are following your rules here. Absolutely. But you can't even do that like a normal person if your broker is not giving you good prices. I'm telling you right now, if you paid over four, you bought it between 11 and noon. That is nowhere near where I sent the trade out. It doesn't save a time on my transaction list. I'm just looking for what you did. Don't you remember what you did on Friday? I'm looking for the precise time when I took the trade. I know, but I'm saying like, don't you remember if you did it when I called it? Or if you got it like later, if you weren't home or something like that. Melissa, I generally take it exactly when you call it no matter what. And that's what I'm saying. Then something is awry. Now this pulled in after I took it. I remember that because I thought, ah, I could have got it cheaper. It doesn't even matter. Out of the gate. Out of the gate is what I'm saying. It wasn't what I'm saying. Out of the gate it wasn't. Well, that's when I took it. There's no time stamp on this. Yeah. I think something has arised. It's the first time I thought that you got it. I don't know. I don't know what to tell you here. It's almost like. You see, short on actually comparing option chains, you know, at the same time, there's not much.   I do actually have another platform. Oh, then that's what you need to do the next time. That's what you need to do. Yeah, another options platform. Yeah. That's what you need to do. You need to, you need, I just, well, then, oh, yeah, yeah. And I would have liked, I think, I mean, I told everyone in the room, if you want to hold this a little bit longer to 30, but then when it tried to get over that area around lunch that it didn't, I thought, well, this is probably a good exit. But I mean, you know, your price is not what it should be, really, in my opinion. But this was about over 20% gain then with what you had, which wasn't terrible. It's still profit, but I would have liked to see you had a better price in this or make more. Even if you got in it in the low threes, it would have been better. But either way, this looks higher. But with the size that you're treating, that is actually a situation. Anyways, all right, what are you doing with the cues? Yes, I'm still holding the cues. This, you could have taken more out of the gate. We talked about in the room in the morning, you weren't there. Again, you could have bought more here today to pull your price down, to get it around positive. So I, you know, I don't know what you want to do here with this now. What is your cost in this? I'm down 55, over 55% in that. No, just give me your, just give me, yeah. So if you would have added today, you would have been up this morning. Yes, yes. I mean, it's pulled back a long way, hasn't it, today. But I am down, I'm down about $230 in that. No, what's your price in it? Just give me the cost. Exactly. The cost. The cost of the option. Yes, give it to me. Yes, yes. It is $2.11 for two contracts. I think that's actually okay. But let me look here. That's not, that's, that sounds like a normal price. Now let me just look at that one. Well, what do you want to do? You want to leave it? Or what do you want to do with this? Well, I mean, it's, you didn't get it out of the gate this morning, which would have been, you would have been up if you had. I didn't call a second trade in it because I didn't, you know, I, I, I didn't call a second trade in it because the first one's on. But again, you know. That's suffraging down again, isn't it? It is, but this was like, again, you're reading charts so poorly and you're not in the room. So I know you're doing this on your own. I'm not going to yell at you for not taking more, but I'm just saying what do you want to do with this now? I mean, yes, it would have been tempting and it's right up my street to take a few more at that moment in time when it opened this morning because it gapped even though I didn't really gap significantly over anything. But if you took, if you doubled your position now, your cost would be one and a half and the price now is right, right a little bit under one. If this goes up tomorrow, this is going to run up to 175 here in the close. If we get up tomorrow and run this, this could potentially be a big trade.   I actually took profit. You got out of that with $300. You got out with $300, you needed $1,500 risk and you could have made over two grand. That was screwing up a trade. I'm sorry. Yeah, but when I asked you about that, yeah, I forget what exactly the risk. Well, it was to follow your rules, which was to get out between 60% and 100%, but that wasn't up 60%. It wasn't even up 50%. You got out with 30%. This is why I was checking on you today about Costco and this trade. These are good trades. These are solid, solid trades. You'll still be up in Costco tomorrow, but you can't hold on to that long because you've got a shitty price in it. This thing here, what do you want to do? You've got an hour and a half left to decide. No, I don't particularly want to add to this. All right, then no, that's fine. You just run it out and wherever it goes, it goes, but then I don't know if you're going to make between 60% and 100% because of your price in it. I'm just letting you know. Now, I'm going to try to figure out here what I think this is going to be worth tomorrow if it gets up to 176.177. Just hang on. I'll figure it out. Then you got to be realistic with it then is what I'm saying. Yes, so basically break even.  Oh, I'm not saying break even. I'm just saying. Yes, I can't go. I can't go for my 60% or 60% percent region. I've just got to take whatever 100% I'm saying. I think you could have played this trade a little bit harder. The confirmation was there today, but again, you're reading charts in a way that it's like, I mean, without me exactly telling you, you're just not seeing it anymore, Phillip. Now, let me just look here. We're at 174.56, 50 cents away from the money. If we get a 176, this goes to 176 tomorrow. A dollar in the money. You'll be break even. You'll be break even. You're not going to be up. Well, break even is better than losing. No, making money is better than losing. I break it to you, but that is the goal, Phillip. It's not break even and it's not losing. It's making money. That is the reason that you trade, correct? Yes, of course it is. But at the same time, I have a lot of red on my screen at the moment. So if I get anywhere near breaking, it's like HD. Wait a minute. Wait a minute. You have a lot of red on the screen.  What red do you have on your screen? Don't get me wrong. Don't misunderstand me. I am positive. What is all the red on the screen?  This trade is down by 50%. I told you you could add to it. You'd be positive today. You don't want to do what that's fine. You're up in Costco. While we already know that you absolutely screwed up, that's not going to work out at all. We already have a conversation 5 billion times. And that's your own fault. And what else? Target.  And that's one trade. So if Target does not go back around and go further, which it still very well could, it could pop tomorrow and run like the moon. But if it doesn't, and you didn't get out of any, the day that this capped up here, which some people get out of some, some people held some, I thought this would go the following day. It didn't. The market screwed this up. But even if you didn't get out of one single solitary thing, this is one losing trade. Walmart was a winning trade. You messed it up. Okay. Target, if you didn't get out of any of it, may completely lose. And even if you got out of half, the back half may lose. But that's one losing trade. The cues you are not going to lose in. And you're not going to lose in Costco.  I just, you know. Yeah, yeah. Well, it must be to do with. You've got to double check that price.  It must be something to do. I don't think it's opened up and it's opened higher. And then obviously a little bit of time and it stabilizes. Well, you're supposed to not, you're supposed to put an order out in between the bid and the ask. I mean, what are you doing? Oh yeah, so I do. I do that. Yes, I do do that. Well, that wouldn't have been at four. If you put in a, if you put in it, now just listen to me here. If you put in a bid between, if you put in an order out between the bid and the ask, there's no way that you would have gotten filled out for. It ran up and filled you at four. Are you just hit it and got filled at four? That's impossible. I mean, I saw it. What do you mean four? I got the fill at 373. Oh, I thought you said your price was four. No, 373. Either way, I can't even believe it. I'd only remember now exactly if that was the midway point or not. But that's still not a good price. I thought you said you paid four. No, no, sorry, no. Anyways, you're negative.  And Target, if Target loses, it loses. That's one losing trade. Cues are going to work. You could have played it harder. You chose not to do it, fine. Costco, you're up. You got a horrible price in it. You got to play it the best that you can. Walmart, you messed up the trade completely 100% and Target may lose. But in four trades, out of four trades, you should have been up in three of them at least. And now one, you messed up the exit. And now you're going to do what? With the other three. I mean, the one may lose, which is Target. But you messed up an exit in one. One may lose. And now these other two, I mean, what are you going to do? It's like, I mean, do you see how you're kind of in this negative? You're in this hurricane or something. You're in this tornado thing. Well, I don't feel negative at all. You keep talking about how you see red on the screen. And you keep talking about Walmart, which is over. Colors, you know, we have red and green. And there's more red on my screen than there is green, which unfortunately is an unfortunate fact. So that's what you should focus on then. I'm focused on green. I can, I like to see green. I really do. Green is good. Red, you're dead. So why did you just say every, I'm all, all the screen is all red? Well, it's not all red, is it? But that's what came out of your mouth. Oh, sorry. I didn't mean to say that. I mean, it's more red than green. That's the fact. But, you know, I do have some green on my screen. I know. But I mean, honestly, if this is just a happenstance of a bad fill with the broker, that is something that you can correct very easily going forward. You better watch these costs of these trades and you should be putting an order out for a mid-fill number one. Number two, you're going to make money in costs. It probably goes another day. If people get out of it today, fine. If you want to get out of it now, you can fine. It's profit. If you want to hold it, this could potentially be a very big trade. Either way, this will not be negative. She'll focus on the trades that are working. This trade is working. This trade, even though you're down in it, because I called it early, you could have added to today. You could add to it right now. It's working. Now, you don't want to do it. You don't want to add to it. But again, you're not focused on the trades that are going, which is this trade here. You're focused on Walmart, which is over. It's not going to work out. Walmart is over deleted. In fact, I just kill it now. Take the loss.  That's my professional advice to you. It won't go right. You're not going to get out of this with any money at all. You have been focused on this every conversation that I've had with you for the last month.  It didn't go the way that I thought the first day. But still, you probably should have got out of it for all the reasons we already reviewed. The bottom line is, take it off. It's a loss. There's no reason to ever discuss it again or even look at it, Philip. I'm not focused on Walmart. I am not focused on Walmart. Then what are you focused on? The red on your screen, which you shouldn't. Costco's green. The market looks great. Focus on the trade. It's working out at the trade. Turn it around. Make a lot of money in it. At the other one in Target, it's either going to work or it's not. Walmart is dead. You miss the exit. Kill it. Don't you see how you're like, you're not in a rhythm here? Like even me telling you to take more of the market and play that hard.  Like you're not in a rhythm here. I mean, even Target may end up working out. If anybody held any of it at the whole thing at all, because I may call to add one out of this tomorrow. I don't know. I don't know what it does. I have to see it right here when today. But I'm just saying like, you're like, you're not in a rhythm. I'm in a rhythm.   You trade the good ones. You play them hard. You're like, all out of shorts here. Like, yes, yes, I understand that. But surely the time to take more of the cues was at the open. Sure it was, but it's still going to, it's still, it's still running up into the clothes. It's still running up into the clothes. The trade is still higher. The trade still looks good. You still got four days left. Do you still, the market power trend today? I don't see anything happening, you know, except for a war that would create any kind of red tomorrow in the market based on this bar today. The market opened today and ran up and never looked back. There's no red bars in the 15 minute chart at all, except for one baby. This market power trend today, it's a huge source of strength. So to say that this isn't going to continue tomorrow, even if we gap down, this will continue tomorrow. That we'd have to collapse, collapse on our top of ourselves like BA did today for the market to fall through this bar. This bar will continue higher. 100%. I know it. So, I mean, it's really just on you. But I mean, at this point now, your price is so far away, 50% away, that even if it gets one point through the strike tomorrow, just figured it out, you're going to be breakeven. You will be breakeven. So this could go to 180. It could go to 180 in the time, but I don't know if it goes to 180 tomorrow. But in an ideal world, the market gaps up tomorrow and runs, runs like dickens. And then that would, you could get up tomorrow morning if you outed here and be up into the open and just take it, just take it and book it and get out. Or you could rate the gap and play it on through, but you're not in a group of doing that.   It is as far as the money manager. You say, well, I'm going to put a stop here.  Again, there's a certain skill set to that, which by the way, Philip, you used to have, and now it's just like completely gone off the rails. But how are you going to get it back? You're not going to get it back by going, that's not going to get it back. Break even isn't going to get it back.  But at the same time, I can play another day, can't I, if I, if I come out and break even, it's. That's your goal then? Absolutely not. My goal is to make money. When I take a trade, my goal is to make money. And obviously, the further you get down the road of, of time, you'll have to consider everything, don't you? You have to consider whether or not you're going to actually make. First of all, you're talking about options, not day trade. Second of all, I had this conversation with somebody in the room this morning, a week, four days left in the market, three days left in the market, two days left in the market is an eternity. This has an entire week left, four entire days. It's an eternity, an eternity. I didn't say it wasn't, did I? Well, you just said, well, you have to take into account the time. Well, well, you do, don't you? I'm talking generally. I know. You do, don't you? You do, you've got to consider time. Obviously, that goes without saying. That's like obvious. Right, well, there you are. But sometimes you've got to say the obvious. The obvious is escaping you. The market opened today, gapped up, empowered, trended all day and never looked back and you sat and watched it down in your trade with red on your screen and sat there and sat there and sat there. You could have acted, you could have played it through. I sat here all day. Well, you, I'm sure you looked at the market this morning and you didn't just watch. I did, I was at the open, I was here at the open. Yes, I did, I did see it. Right, and you're not in the room anymore and I told people the room they could add to the trade but you could have thought to do that yourself. Instead, you did not. Right, okay. I can add that to my parameters. I didn't realize that I could add to my losing trade and it would be okay. Not in every trade but I think this was pretty obvious today and the price was like 30 some cents.  I'm also suspicious of calling new trades when there's already a trade on in the same symbol and it's confusing for people but either way, the point is though that you could have done that with this. I mean, I'm just trying to help you make money. That's all that I'm trying to do. So, I believe you should kill Walmart.  It will never go right.  It makes no difference, Melissa. It can only go up because- The difference is emotional for you. It's a little out of the way. The difference is, it does matter. It has affected your ability to look at anything right. It's not. I can just move my little screen up so I can cover Walmart. Oh, there it is. It's gone. So there's no- I don't know why you talk about it all the time then. I'm not talking about it. I am not talking about it. No, it's great. I'm looking at Costco. Costco is green. I'm up $118 at the moment. And how much did you risk in the trade? I risked $373.60. Unfortunately, I couldn't get two because of the price. So you could get out of Costco today and book the money, if you want. I could get out of Costco today, yes. Yeah, I mean, it's still rising now. Is it $229.49, yeah. So it's about to break over. So what would you be looking at as a quick target today then? I think $230. $230 or right above $230 would be a gorgeous exit on this. You'd have some money booked. And I would have today, and you still could today, throw the money into the queues to see if we gap up tomorrow and turn that trade into positive two. And then targeting is either going to work or it's not. And Walmart, you messed up the exit.  Right. Then you would have three. There's no problem. And I will look at watch cost and take it out if it is $230. If you had the luxury of holding, I'd say hold Costco another day. But I mean, for you to be able to book $200 today or anything close to that, which you could be at another hour trading, that's not half bad. That's not half bad for a trade that you took on Friday and you got out of Monday. That's not half bad at all. Try to turn the queues straight into something that's going to work out now. Focus on that one. It's got some juice under it today. This is two days of juice here. And I'm not saying cost doesn't continue. You just don't have the luxury with the size of the account that you have right now to hold everything to a dream number. This could get to dream number, but I'm not 100%. But the queues have finally done what I thought it would do last week. But either way, you're not playing that hard enough.  But to make any dent at all, you'd have to double your position in that. And I don't know if it's something you want to do or not.   Even if you don't add to it, it's just not going to be a big winner. Right. Okay. I'll bet it's mine and thank you. Yes. I really think you should take Walmart off your screen. But it's up to you. It's gone. It's not on my screen. I've moved it up. I can't see it. All right. I can't see it. It's gone. And Target? We may get the list. I don't know. I mean, this could just surprise everybody on the planet. This has plenty of time left to. Don't get caught up in thinking a week is not long enough. That's not true at all. This still really hasn't made the move yet. It was profitable by a certain amount. Some people did take the easy exit. But personally, I thought that it had way more room to go. But the market kind of screwed this up then on Thursday. So see where this goes. Follow Target through. Cost is your call. Take it up and see where it goes here into the clothes. And then on the market, it's whatever you want to do with it. But if you don't feel like doubling your position in it, then just leave it be. I might just do that. I'll see how it trades. A lot of times what happens is I'll give you a tip. If you do end up wanting to add more to the market, if you decide you want to do it, usually these pitter off in the end of the day, like just let it like a balloon.  It'll pitter off like somewhere between probably 345 and 4 or even 330 and 4. Like the air will go out of the balloon in the option trade in the very end of the day. So if you are going to take more of this, I'd wait until even if the price holds, the air goes out in the balloon. Because some people bought this today and are going to get out of this today.  Some people play them for the day. She'll let the air go out of the balloon when the selling comes into this today, just the selling in the option chain, and you could buy it there if you want. It's still not going to be a 30 cents, like it was this morning, but the air will come out of the balloon here. You might get it for 65. Right. Okay. Thank you. Yes, about five to four and yeah. Right. Well, just watch it. Yeah, well, I'll see how it goes. All right. Good luck. I'll talk to you later. Yeah. Thanks, Melissa. Okay. Bye-bye. Thanks. Bye. Bye-bye.