 because it's taken us a good bit of time to get where we are today. The first strategic plan that I wrote about housing and property that we had lined up was in 1999. We want to help fuel a new marketplace of options. We believe that we are today with housing for special populations where Webb was some 60 years ago, but we don't wanna wait 60 years to get there. And we know that what we do in this space with housing and how it impacts the marketplace that it can be and will be good for everyone. You think about what those curb cuts have done through the ADA that was 30 some odd years ago, how many of us benefit from that? And so when we design properties and design communities for people with different abilities, neurodiversity sensory issues, visual learners, auditory learners, different types of learners, we develop it for everyone. And we also can develop a kindness quotient that is very present here and it starts with understanding. And so first place Phoenix is a 70, as an 81,000 square foot property, which can accommodate about 75 people. And we operate a supportive housing apartment community here and a transition academy that has now graduated, actually enrolled about 100 students with autism. And they are living in many cases beyond their dreams. 81% are employed after leaving the program, 84% living in their community of choice. And these are statistics that are unheard of in the space of autism. And it is again that power of that example that we wanted to do something with. So to have this number of people living here and people learning and people working and people participating in the community means that we're creating a lot of content of what works, what needs to work better, who it needs to work for.