 All right, everyone, welcome to our local PDA board meeting, November 17th at 4.15. Let's start with a silent roll call of our board. All right, so before we begin, we are recording this event. So I just want to let everyone know there's a reason why we're not wearing our face masks. This is a fully vaccinated facility. Everyone has shown proof that they have been fully vaccinated if they're not wearing a mask. All right, so board and ex-officio member comments, is there any comments? Okay, so next we have approval of our agenda. I'll approve. Motion made by Wex. Second. Seconded by Kirsten, all in favor say aye. Aye. Opposed? Right. Jen has approved to our minutes from October 22nd. Have you all had an opportunity to review those minutes, Joe? Yes. Right, so motion made by Joe. Do we have a second? Second. Seconded by Kirsten. I was thinking somebody might tell me to do it. All in favor say aye. Aye. Opposed? All right. Next we have public invited to be heard. Is there anybody here from the public who would like to speak? Okay. I'm seeing none. Next we have incentives. It looks like we have someone here with landline donuts that would like to address KLD. Yes. Jody is here. If you all remember, Jody came to public invited to be heard a while back. I did. I'm going to look at purchasing the building which she has since purchased right across the street if you want to take a look. And I'm going to go ahead and have Delray to get the incentive. Okay. And then we'll turn it over to Jody. All right. Real quick, she submitted applications for three different grants, being the facade grant, the retail conversion grant, and the residential grant. And she is asking for the maximum for each. So, the sovereign fee $10,000, the retail conversion will be $15,000 for the LVDA portion. And LADP has already approved their $7,500 match. And then the residential will be $5,000. And I'll let her go over the cost associated with each of those and then just the person in general. But the ask, I'll combine $13,000 for all three grants. I just want to follow up with the cost of the re-improvable expense of these 209 cost for the entire project in $700,000. Sorry. I'm just going to talk a little bit about your project. Great. So, as most of you probably know, we bought the oldest brick building in downtown Lombard. And we're really excited about it. It's a beautiful space. The shallots who were there before were very gracious and helped us a lot. And have kind of taught us the history. And we're very into the history of the building. So, we've embraced that. We have no desire to like go in and make it look like a disco or something strange. We want to keep as much raw the way it is as we can. We're kind of relying on the Boulder Health Department to allow us to not cover everything because we are putting in a commercial kitchen. And we're going to serve potato donuts. We make them from scratch by hand. They're a very labor-intensive product. And we've been selling for three years at farmers markets and pop-ups. We've mostly been like Broomfield down to Denver. So, we have a pretty big following and we're hoping they'll come here. So, we're really excited about being part of the community. And bringing people up here. We're going to have Ozo coffee and soft serve, which will be really different than like we've never seen before. So, we're excited about it. We want it to open January and we've got pushed to March for now. Our timeline keeps changing. You know, just depends on builders and supplies and all that right now. So, we're looking at the offer of Dolan. Dolan? Dolan? I don't know if I'm doing you. Yeah. But just a few things to explain as well. Much of what we would be funding is all of the fire suppression of the water line in the hood. When this was originally built out as residential for the pop-up, at the final hour, it was realized that it did be a sprinkler system when they got that. So, it would be able to change it to residential. It's going to be a lift work. So, they did need to add that sprinkler system to the lift work. So, that's why you're seeing that. And then the fire suppression and that's just a lot of money. It's a big expense. It was a big factor in whether we moved ahead with the project at all there. But we decided that it would be worth it. It's just going to cost a lot and it's going to be tricky getting out sprinkler system in such an old building. And I will just, last thing I will add is I've never seen a pop-up that you've had yet that hasn't sold out pretty quickly. So, that's a really good sign. Yeah. Did you guys sell out Sunday? We left at 1.30. Yeah. We were supposed to go till 4. I know. People came after and they're like, where are you? Sorry, we're gone. Yeah. So, we'll be here. Next one will be for Small Business Saturday. All right. Do we have any questions from the board? Comments? Bum, bum, you decide against the disco. Disco? Because we don't have one. Disco disco. Maybe a disco ball? Yeah. Disco somewhere? Welcome. Thank you so much. Awesome. The obvious question is, can you maybe expand on the impact that your business will provide to our downturn in regards to revenue and job creation? We, this is our first business. So, we're like, and the feeling that I'm getting this is just, is I'm not afraid of failing. I'm not afraid no one's going to come. I'm actually a little bit afraid that it's going to be so popular that we won't be able to keep up. So, you know, we're like six people. Are we going to hire six? Six to ten is what we're guessing. But demand, it just kind of depends on demand and what we see happening. We are going to be open times that other things are not. So, that would either be, come on, open with us. Like, come on, let's be open together. Or, you know, we're just, we'll benefit from being open when other things aren't. Like I think MAs is closed Sunday, Monday. We're going to be open both those days. So, our days off, we're planning on during the week, like Tuesday, Tuesday Wednesday, because weekends are big for dumb heads. And, you know, people just want to get the kids and go out and do that on a Saturday or Sunday morning. So, we just hope to bring a lot of people here. And we're hoping to the other businesses too. We know a lot, because we've been in markets, we know a lot of entrepreneurs taking a lot of classes through the SBDC. Just like, look, there's space. This is where you could come and, you know, be a part of what's happening. Whenever we tell people that we're opening in Longmouth, they're like, oh, love what's happening there. You know, they like the restaurants that are opening. And just different things that are happening up here. We love the community. We love all the parades and just the art festivals, things that get people out and it feels like a community that really wants to participate in all those things. We just hope to be a part of it and kind of be a place where people can build memories, where they can celebrate milestones with their family. And so, and just kind of like become, we want to be a place where it feels like we've always been here. And, you know, like, it wouldn't be the same as ours. You didn't mention that you'll be able to watch them like, you know, as a kind of an open kitchen. I don't know. So, a verily, another cool aspect of the experiential aspect, so I think that'll be a good one. Yes. But it sounds like you can potentially have a draw from other communities because you're going to follow and get down south. So, yeah, we have a loyal following that will definitely come up here. And, you know, how often would that be? I don't know. Maybe once a month. You know, they might, but we have a way, you know, we have those contacts to reach out to them. And they'll say, hey, there's a print up here or whatever that's happening up here that people might think, oh, okay, I'll do it for that event. And there are a lot of people that consider themselves don't have conversations. I mean, a lot of people think they know a lot about, and so they want to come try us, you know. So, we're excited about that. Awesome. So, Jody is seeking three separate grants for a total of $30,000, $5,000 residential, $10,000 for the grant for the $15,000 retail. Any further comments, questions for Jody? We have a motion. So moved by John. We have a second. Second by Gerald to approve $30,000 next grant. All in favor say aye. Opposed? Alright, question carries. Thank you very much. And thank you. Yeah. You know where the first donut is, right? My kids are going to be excited. It's crazy. Oh, boy. Jody, you are more than welcome to stay but not off. Okay, thank you. Alright, on to new business. So, we have the tactical management assessment report presentation. It sounds tough. By the way, is it tactical? Oh. Yeah. Yeah. You want to put that light. Yeah. Yeah. As you all know, we invested in just here as well. In this technical management assessment. Really look at things in the development headlines. Look at projects that have been expanded and figure out why. And come up with some solutions that we can or some recommendations. We can also look at other communities and see their best practices as well. So, I will move on to the next slide. Okay. Yeah. I'm going to go back to the presentation. And we can also look at other communities and see their best practices as well. So, I will turn it over to him. Come on. There you go. Is it that? Yeah. That's pretty. That light up right there. There you go. Great. Good afternoon everyone. I'm David Starnes with us at this drive. So as Kimberly mentioned, really the goal was four major tasks. One was to do a deeper dive. You really kind of get a better idea of why projects, development projects have been abandoned in Long Island the past couple years. Really try to quantify how much the city may have lost in revenue investment in terms of jobs and housing units. And then really try to understand are there any issues, what's going on to help inform opportunities to make it better and to improve the process. The other part was to tackle a comparative analysis of Long Island's entitlement process. And I say entitlement basically is if you're a developer, a property owner, a business, and you want to build something and you have to go through the city, you get approvals. And so the process of receiving that approval, which permits you to build is what we call the entitlement process. For a downtown multi-founding project, which we use to scope a coffin, compared to another downtown multi-founding project, which we use patina flights in Long Island. And then also to compare a commercial project. And this is an industrial flex project, Dom Macy's project 1660, 1660 Fordham, over in Southwest. And we compared that to a industrial project of flex based of other construction at CTC and the rest of our center. Really to identify what are similarities, what are differences, what how does Long Island do it compared to someplace else to see if there's opportunities again for Long Island to strengthen the process and partnership between the public and private sector. We also convene two strategy sessions, one with the development community. And this is a virtual session. And the second one was with professional consultants and other service industries that basically process site plan applications on behalf of the developer. Because they're the ones in the weeds doing the process application, working in collaboration with the city in terms of the comments. And then the last piece was really to take those three tasks and put together some actionable strategies that we think or we hope that Long Island can look at in terms of potential changes or ways to enhance the process. Again, really strengthen the partnership between public and private because to build anything, whether it's in Long Island, or in Loveland, or in Denver, or anywhere, really need to have a strong sense of collaboration with your municipality. So for the abandoned projects assessment, so if you're again, if you're a developer, you want to build anything, the first step you have to do is what's called a pre application. So basically you submit leads to the kind of a sketch plan and description of what you want to do to the city. And this is called a pre application. And then the city will, through the plain development service department, will get all the public works department, fire, police, and other, you know, agents in the departments within the city to kind of review your application to kind of give you some great preliminary high level kinds of comments about, Hey, this works well. You should think of this and some issues and you need to be aware of this. And so a lot of times you're a developer or a property business owner, you'll submit that application. And then you'll go back and decide, okay, do I want to submit something? You know, do I not want to submit it or what? And so this was the metric that we use to kind of figure out who's submitting applications and are they being abandoned. So basically since 2019 through July of this year, there was 271 applications that were submitted to the city. Of that, we had to go through the process and figure out which ones are active application, which ones were, you know, were completed since then, or maybe under construction or unknown. And so the city has what's called an active development law. Basically, once you submit a formal application after the pre-app, it goes through the development review process. And that's what we consider an active application, meaning it's currently being reviewed by the city. If it's obviously been completed or under construction, that means it receives its approval. And so what we focus on means there's a lot of different site plan applications that have pre-apps. It can be a site plan. It can be a plant. It can be a change of use. It can be a temporary use. It can be a public improvement plan. So we really focus on site plans. Site plans are ones that actually, you know, lead to building something. Of that, we are able to identify 33 percent of the applications we consider active. And then through this, we identified about eight percent of the projects were abandoned. And so to find out whether they've been really involved calling and talking to the applicants, whether the developer or the site plan consultant to find out why they abandoned it. Through that, we identified there's a lot of reasons why projects were abandoned. If you own the property, what we found is you're not going to really abandon a project. You may languish or sit there for years until you can kind of figure out what you want to do. But if you're a developer and you have a property under contract and you go through a site modification and you figure if you can't build what you want to build, then that developer may abandon the project. And so what we found out is about half the applications that were submitted were abandoned were again for entitlement related issues. Financial issues were 20 percent. Site issues, the site was too small. The site didn't permit the right density was another reason. Market issues was also there and then other. So kind of key takeaways of this. You know, why were these projects abandoned? So there's a lot of interesting information. I mean, there's a lot of different reasons why projects were abandoned. When you look at entitlement issues, some of the things that popped up were off-site infrastructure requirements. A lot of times if you're a developer and you need to build, like say, a multi-family development, you're going to have to pay for off-site infrastructure to service that development. That cost can be very significant depending on where you're building your properties located relative to existing water and sewer lines, for example. Rising construction costs. It really came out as another big issue that in terms of why projects were abandoned. Now, obviously, because of COVID, you probably heard supply chain issues or this wreaking havoc on the construction industry in terms of getting rising costs of lumber, steel, copper, all those materials that go into buildings. Another issue that identifies the length of time in the review process, and I'll get to this a little bit later, that the time it takes from when you submit applications to when you receive approval can really vary. It could be years to some extent depending on the number of comments you receive from the city. Local and federal regulations. Sometimes if you're looking at a floodplain, you have to get the federal government involved through a FEMA process which can really add cost and time to a project. In terms of market issues, one of the things that we found industrial and multifamily are very much kind of plowed through the pandemic. It's really kind of a favorite asset class in terms of investors today, in terms of building things. Obviously, office and retail have been more dramatically impacted. And one project that was abandoned was a potential downtown office project because of the uncertainty of how the COVID pandemic would impact office in the long run in terms of leasing, in terms of rents, and in terms of the ability to lease up or absorb the space. The next task is we looked at this what we call the comparative entitlement process. So, as I mentioned, we looked at the Spoken Coffin which is under construction right now by Boulder County Housing Authority's 73 units of affordable rental housing with the parking garage in about 10,000 square feet of commercial space. The other project you've been down or up there is called Petina Flats at the Foundry. And this is a big redevelopment project in downtown Loveland that was a public part of the partnership as well that was completed by Brinkman Development recently. And this one actually is 155 units of marketly housing with a ground floor commercial space and a larger parking garage as part of the bigger Foundry development because also it includes a new hotel, a civic space, and a movie theater. So, it's one of the biggest, well, it is the biggest redevelopment in downtown Loveland since a long time. So, in terms of key takeaways from the multifamily, the comparison of the Spoken Coffin and the Petina Flats, both are public-private partnerships. For the Petina Flats, that one we've seen about 28 million in public financing in terms of infrastructure investment, the parking garage, and some development fee leaders. Similarly, obviously with the Spoken Coffin, it's a public-private partnership in the sense of you have, I guess the Spoken Coffin's capital stack is about this long. We turned it up, like LI-TECH, low-income housing tax credit, you have some state tax credit, you have the DDA participating as part of the parking garage. And so, both projects were really public-private partnerships. One thing that was interesting with the Foundry project, it was identified as a high-priority project in the city. And so, the city manager through their planning department had a dedicated planning staff to shepherd that project through from beginning to end. And once Brinkman was selected as the developers, it took eight months, I had this connoisseur, eight months from when they were selected to when they broke ground, which is an incredibly fast process given the complexity of this $100 million development that involved multifamily, some commercial, a parking garage, a hotel. So, I was pretty impressed in terms of how that project worked and how they got that thing through to approval. And let me just say, in terms of this process, I interviewed both the developer and also the municipal staff from both the city of London, the city of Longmont, and then Brinkman developer, and then actually Board of Accounting and Housing. To kind of get both sides of the fence, because I think it's important in terms of, you know, from a project that approved that you have an understanding of what the city may be thinking from the developer, but also what the government may be thinking from the municipal. And so, in the report that I think was attached, you might have read some more detailed comments about that. I think one thing that was interesting, and I kind of mentioned this more, is one of the things that really lengthens the entitlement process is the number of reviews that your application has to give. And once you submit that initial submittal, the city will review it, provide comments, send it back to the developer applicant, make changes, and you resubmit it. Well, it's not just two times. It can be six times or seven times. And so, for the Spokane Coffman, it was six reviews. And the five reviews, six submittals. That took 15 months from one of those submittals to one of those approvals. By comparison, the London project only had three reviews, and it took, I don't know, it took eight months when they actually, it's not construction, but when it received approval, it was probably like four months or so. And that one also required planning commission, which is another step in the planning process, whereas London project was a site, was an administrative process meeting. It didn't have to go to planning commission, it didn't have to go to the council. So, even with the extra step at the well blend of going through planning commission, it was still an expedited process. So, four weeks versus 13 or four months. Four months. Yeah, he didn't remember exactly, but when you carve, because after you get your site plan submitted and approved, the next step is to get the building permanent. And so, a lot of times, developers, if they want to take the risk, you'll parallel track it and do your construction plans. Building permits are the much easier process at the end, because you just have to follow what the international voting code has for Longmont is 2018, I use the code. Pretty standard. It's the site plan process and it's what's along with it. David, can you highlight or expand what you've caused multiple reviews? So, yes. And I can get that into the kind of recommendations too, if you don't mind, but a lot of times it can be conflicting comments, it can be repeated comments, and it can be new comments that weren't introduced with the initial application. And so, one of the things that's really critical I think in terms of the discussions is really having standards that if you're an applicant, you know how to review something and you can design to a standard. You know, if you're designing to a recommendation or a best practice, it makes it really hard to versus the design to a standard, you know exactly what you need to build. The other project we looked at was this industrial flex space. And so, Don Macy's project, they're over 1660 South Fordham, it's under construction. It's about a 97,000 square foot flex space. The other one is 1875 South Taylor Avenue down at CTC in Lewisville, about 83,000 square feet by Silver Point Development. Interestingly, both projects are very similar in terms of the type of construction. But they have 24 foot clear height, which is really kind of modern flex space that can be adaptable on the inside. And really address what we considered that last mile in terms of warehouse distribution and, you know, e-commerce, the impact of e-commerce, which has really driven the demand for industrial space in Denver and in the nation. So, with this project, you know, both, and I interviewed both the municipal staff and the developers and their consultants, it was pretty straightforward process, you know, in terms of getting approvals. The Longmont project was an administrative level similar to Stoke and Coffin. It was no planning commission or city council approval. The Lewisville one actually had to get a planning commission and city council because they had to rezone the property, which is really kind of strange because it was already an industrial park. But because it was located along Highway 42, it had more commercial design standard versus industrial, so they had to rezone it to make it more industrial in terms of the type of construction they wanted to build. And the key to success similar to the multi-family would really have an elite staff planner who provided clear direction and coordinated the municipal response in terms of the comments. I think one thing that we learned is through this is having an elite staff from a city plane that would coordinate any type of internal conflicts in terms of sometimes you'll have public work, they'll have one comment, and plane will have another, and they conflict with each other. So if you're the applicant, you don't know how to respond and so having that internal coordination where the city can have one person who coordinates the response back to the applicant so they know how to respond really helps make it clear and transparent. So I guess overall, this kind of chart on the side here kind of shows the steps in development process. You know, real estate development is very complex and expensive process. It involves a lot of with significant risk. You know, even before you decide to build something you have to, you know, control the land, you have to do your due diligence to see if there's a market for say an office building or retail space or an industrial project. Once you decide there's a market for that you have to do your application process. You have to keep your approvals from the city. You have to go find the money, do the financing underwriting. You have to do your final design. You have to do your pre-construction planning and land purchase closing. Once that is all done, you belong to actual construction which involves putting in the site and infrastructure improvements, building the building, managing risk because the biggest thing about doing these things is you have a performer that has certain rents or certain costs per square foot of what you forecast but you don't know until you have it's actually built and performing. So there's a lot of risk up front for a developer that if it doesn't perform as well as you expected it could be a challenge in terms of, you know, the return on your investment which gives back to, you know, your equity partners. So I guess what I would say is having more uncertainty in the process really increases the risk which really increases the chance of a project not moving forward. So to the extent that public and private partners can be transparent and have a predictable process really cuts down on the time and makes it a lot easier for things to be built. And this is not just a lawnmower problem issue. It's throughout the nation. One of the things we've been hearing is just how challenging it is today to get things entitled and approved particularly for residential and for commercial and obviously for commercial. So the last piece was identifying kind of some tactical strategies for the various parties to consider. On the last project of the industrial flight, what was the timing about the same or was it different months between two projects? Yeah it is actually pretty similar. I think I have to get back to the report. I think it was about seven months for the 1660 South Fordham. Now just administrative, the 1st CTC is a two-step road. So it took five months against planning commission and city council approval and then it took another six months to get the thing. So if you carve it out it's very similar distance from the site plan. So again these are ideas that we think could be helpful in terms of improving the partnership between the public and private sector. I think one thing we talked about is really looking at ensuring there's adequate development review staffing capacity which we're really shorting time lines. Staff is great. That was one of the comments from the interviews with various people. Staff is great. It's just the process that's challenging. So to make sense we can make the process easier, more flexible, and more predictable. Really can help I think staff move through the process easier. There's some opportunities to update the land development code to be better aligned with the mission long line. One of the things that came out is what people have commented is our code is very suburban in nature. So Longmont isn't a suburban community in the extent of when you look at what's left in land it's going to be mostly in the in the form of infill and redevelopment opportunities. So aligning the land development code to provide for more urban infill development is one thing that's defy. For example if you want to build you know in terms of easiness for utility I think LPC has their own separate easement. So typically if you want to put a water line and a sewer line with it with an electrical line you can't do it. So because of that you have to have a 40 foot or 50 foot easement width which makes it more suburban inside versus if you can consolidate and have all your utilities in one easement because easements are usually where the roads are underneath. That really makes it a more urban form. Another one is this came out too and I did talk to staff I think they're going to try to introduce that early next year is for the city's public improvement design standards go back to 2007 and so one of the things is really update that to 2021 to be compliant with state statute and also to address water quality and stormwater detention. A big thing that came out in the conversations is water quality and stormwater. Basically before you just charge into the into the city's water system you have to clean it up and so there's no design standard to that in the current design standards. So by bringing it by adopting a 2021 design standard that addresses water quality and stormwater detention it makes it so much more predictable for an applicant so they know how to design it versus a best practice where you're kind of like what the if I spend time in my design this way to come and be able to come back to all you need to do it this way and this is back and forward that really increase costs and time. Other things to consider that you know came up again these are things that can save time it can save money and it can do it both from the municipal side and also from the applicant side. It's really kind of combined because some public improvement plans and site plan construction set into one plan set. Right now if you submit you have to do two but it's the same document but you have to produce them twice so it costs twice as much. Really again what can increase opportunity for the LDDA and LEDP to be more integrated into the development process particularly for high priority projects that are identified. So the city to your group to have a chance to comment on the process to help make it more efficient. Another one that popped up and I think the city is looking at this is what we call it a high-level conceptual review process and so this is what the city of Dublin does and so basically before you submit your full application I mean it costs hundreds of thousands of dollars to submit a site plan application because you have to do construction plans, you have to do stormwater plans, you have to do phase one environmentals, you have to do public improvement plans, you have to do site plans, photometric plans, lighting plans. I mean it just adds up and it's a tremendous cost even before any other projects are approved. So to the extent that you can meet with the city come up with some ideas about where the city can provide initial feedback in terms of what they like about, what they don't like about it. Before you go to the process of fully submitting you can help cut down on the costs. Other ideas is really kind of exploring what we call the formalization of a priority review process for identified you know high-priority project you know public private partners for example with a what I call a project development administrator with decision-making authority and that last piece is really critical and so this person will be part of the useful staff but they would have the ability to kind of coordinate any internal conflict say between public works and planning to kind of get a application or comments back to the applicant to move the process along in an expedient manner. Another one again I mentioned kind of ensure quality control measures and this is both sides of the fence. I mean we recognize that if you're applicant and you get comments back and you're complaining that it takes you long well you need to turn your comments back to the city in a timely manner as well and so one of the things we're talking about in this most app they were very helpful in identifying things that popped up from there and that they wanted the applicant to know about to make it easier for them to review. Other ideas consider setting up a separate development review process for smaller projects this is something I mean right now you just if you submit for like a site plane waiver you get in the same queue as someone who's doing the spoke on conflict and so because of that staff has to allocate the same time in terms of getting in that queue so to extent that maybe staff could be focused on maybe small dedicated staff focus on smaller projects you get them out of the way so that permits other staff to work on these bigger projects is one idea that was brought up. And the last one I want to mention so this is a good thing you know the city except we're just going to move to this electronic document submittal process you know back in the day you have to submit hard copies of everything but again it's a big cost. Through the cities of cello program the city has really identified you know these what we call e submittals but one of the things we heard both of you know municipal staff and from the applicants it could be it could be challenging to navigate if you've ever gone through it they keep you know you have to put things in PDF and compress it and you know and all the comments come back and forth on this you know back and forth this e submittal so providing additional user guides or just more clarity on how to use the cello electronic document submittal process to be more user-friendly intuitive and streamlined was one thing that was identified that could be opportunity. So these are my last slide it's going to highlight something here so every year from urban entity which is one of the prominent real estate think tanks in the country puts together their importance of issues in real estate for 2022 and their emerging general reports. We kind of see here the top is what's most important and the bottom is what's least important and this is an interview about 2000 real estate developers, municipalities, bankers, consultants, lenders and so forth involved in the development process. As you can see here obviously construction seems to be the top three in terms of material costs labor costs and availability we look at number five state and local regulations and this is the entitlement process to this certain extent that municipalities and developers can work in a more collaborative manner I think it will benefit everyone in this sense that I mean the ultimate goal is to meet you know demand whether it's demand for new housing it could be affordable housing it could be attainable housing it could be mercury housing you know one thing that we've heard is there's just a chronic shortage of housing nationwide and you can't build housing fast enough because of that you see these incredible increases in prices aside from the rising and construction cost you just have enough housing here in America in particular in Boulder County just how difficult it is you know with land to find the right sites and to make it work so just wanted to kind of highlight that as an issue kind of moving forward so with that I'd be happy to answer any questions I just like to go real quick yes okay the one thing that I just wanted to point out because I think it has a lot I within city staff who really does understand redevelopment or the challenges of infill development and that type of thing and having a group that could be convened when we have some of these because it's very different right then it's the urban or green filter that I did want to point that out because I think that's a pretty important one that can benefit us so how are these municipalities going about staffing appropriately during for the review process yeah good question I didn't navigate it would be interesting to see like and I didn't do this but like if you take a city and you know City of Poppins say Louisville Poppins 20,000 they have three review plans well a Loveland City of 75,000 they've got eight planners and so it's almost like a planner it's almost like a development review planner per capita kind of deal so I don't know I mean it depends on funding you know opportunities I mean how does Longmont's planning staff stack up relative to the population to go to other cities well the fact that they you know Loveland was able to get that review done within eight months yeah that's his project yeah how many people were on that review I think I can tell I think I think I think Loveland's got more development review staff for a city of less population than Longmont I don't know what the development pipeline is like there and you know if you look at the city's active development law it's like 20 pages here in Longmont I mean there's just a ton of projects that are going through the process and so that's why one of the recommendations and this is coming from city staff too is like hey you know need some help here because I think by increasing that capacity we'll really address a lot of these things because again it's the people are great it's just the process and the bottlenecks and challenges can be really make it extended in the staffing did you notice any impact of having to use consultants review consultants good question yeah so city they've switched it so one of the things that city did do is they would outsource certain parts of the review process landscape for example and so one of the recommendations was to bring landscape in-house and actually hire a registered landscape architect because you have registered landscape architects that are preparing these site plan applications but there's no registered landscape architect on the city staff to review those and so they had to outsource it to a third party but I think they've since bought that in-house and for to go with to bring that in-house too because that can extend time on to it can be more expensive you know in terms of the consulting costs that the city has to pay for like a structure engineer a third-party structure engineer or a third-party landscape architect could be pretty expensive versus if you had that staff in-house do that would be much better but you also want people that are familiar with the environment so yeah yeah that's fun I mean this is the anecdote of Eric's experience was the outside consultant didn't read the city staff's guidance memo and just went straight to the code and so we had to submit the previously written city staff's guidance memo which yeah one of the nuances with the piece of middle and I've heard this a several times is they make a comment in the PDF and they make because something's repeat on the pages you'll have that same comment repeated like a hundred times and so as part of the applicant you have to respond to every comment so thinking about that if you're the applicant you know you're paying a consultant you have to respond back address address address address so there's yeah there's ways I think to improve that process to like not make it every single comment just to repeat a comment to make it more efficient because it costs money on both sides costs money from the municipal side because of having that staff person have to review it and they're not they're in term now reviewing something else but they can maybe move on to another project so this assessment what are your thoughts around the impact of our inclusionary zoning ordinance look because I mean it doesn't matter of size so what percentage of that eight percent are the smaller developments that were held up yeah I didn't there was only one project where I guess it was abandoned because city changed or something that the AMI level changed which impact what's that oh yeah so there was a project that had started the process and then midway through was told that they so there's that mid-tier exception within the inclusionary housing ordinance midway through they were told that it was impending that the mid-tier affordability price points were going to be changing and actually going to be made lower than what they were in 2018 which we all know that didn't happen and so but that hasn't happened yet but just the potential and the risk that that presented to the project is why they chose to abandon the project entirely it will say we there's another group that's convened specifically around advocating for policies and processes that make feasible the development of attainable housing it's called Prosper La Monta and one of the things that they'll be advocating for is a policy or program for the city to create a policy or program that focuses on workforce attainable housing above and beyond and outside of the inclusionary housing ordinance so that the two aren't mixed we're finding that there are a lot of rules that apply to affordable housing that don't necessarily apply to attainable housing and so there are people that are looking at that i'd be happy to share that information with you you know you talk about the lead staff and in the budget for next year in non-budson conditions through the city that hopefully will do this i think the thing that it's really important and you mentioned it a few times is not only does that person shuffle people through but they have decision making or that someone has decision i am often in a meeting where they're talking about the options and at the end i i am not clear that there's a solution or sometimes they have to go back and get more information but then you're just never clear i have to say about what the actual solution is so i think that has been something that's been so frustrating and i know jesse gets called and i get called and it's always back but there's just you know i just can't figure it out and sometimes you know i've been in meetings where they say yeah we'll just go back and show it to us and it's kind of like we'll know it when we see it which is a hard was hard so i think that clarity and certainty is is really important if you talk about adopting that 2021 standard because especially for the info that's happened at the spoke right it wasn't adopted so there wasn't anything you could point to the infill the storm drainage there's it's not easy you can't have a big retention fund in the middle of that kind of hassle here so i think that's that's a really good and recommendation in there you talked a little bit about the smaller projects and as you all know we deal with free projects and small projects down here the time it takes sometimes to get a free app is really long when you and they heard that from folks when we were in favorite sessions and so if you have something under contract you kind of need to have that free app for these small folks before they buy it if you know the timing might be too hard and i know brian schumacher has been fantastic in taking policy training answer people when they're in that but um there's a staffing issue that they're only doing two two a week that's only eight a month and for a city of a hundred thousand you may have i don't have any project that we're trying to do that and if you if you have if you want to do a free app when you're two months out two and a half months out i mean that could impact uh applicant or potential buyers ability to say hey i want to report it back can't even get in to figure out if this is going to be something to support about it so we can get back to this staffing thing and you know i mean this report i mean going to be shared with i think the plan director and i did some of our i've seen it and harold's seen it you know so you know hopefully it leads to some conversations and ideas about improving that kind of collaboration any other questions from the board for david so what we're asking is for the board to accept this report and and consider the accommodations and tactics moving forward just now we're meeting with so moved all right motion moved by joe do we have a second seconded by les all favor say aye aye opposed all right thank you jay this thank you jesse thank you thank you very much okay just wait a little longer oh thanks yes thank you really have to argue around things that i think we all knew or experienced in some way but but the next one of you it was interesting it was a big learning experience to me talking to both sides of the game in all month yeah absolutely okay um next to all business so the developmental project update okay just wanted to finish you on that three things that we talked about before the annexation i know we talked about the two properties i have since had two other properties reached out north of long speak and so both of them we had great conversations and see sure the interest did one of them had to go back and talk to their partners the other one was going back and talking to their tenant however their tenant called me excited to be involved in the dda so i'm thinking that those two when they do come through i'd like to get a motion with the addresses to add them in but i don't want to do it yet so i haven't gotten to the final absolutely but it's evening forward forward which i think i did talk to don for chef who's going to be the planner that helps us show this through it has to go to both planning commission for example we have followed the documentation um the resolution and the ordinances from the first annexation which jimple by the way i was told was done entirely by you and jimple so the first annexation was done by you and want to be attorneys so i have any questions i might ask today we're here for uh i'm gonna upgrade all those documents i'm also going to reach out to our attorney just to make sure that he is looking through the statute of steps moving forward uh in all reality that will um probably go to council sometime in january what we're thinking okay for February for that go through all of these processes so um that's the annexation um the lighting thank you all um on hockman street for saying you did not want to pay for it because it went over well um no i said you know we're not quite sure that we're going to be able to add that lighting is when we add lighting we can turn it over to you anyway so they're going to need to do a double cover light possibly on the um street lights and then look to be professionally so we'll let you uh keep you updated on that and then the dickens patio we did meet on site with the property owner who would like to keep the brick on the top we did let him know that if he keeps the brick on the top it is going to be his responsibility to maintain and service all of that on the future we are taking out a strip of the brick to see if the concrete is compromised okay do they say okay so yesterday the contractor went and carried the attic so we will just continue to follow that and correct any questions particularly see that all right next we have financial update yeah since we're a week early we don't have the actual finances from jim but delray was able to go in and run them on our system and under uh you'll see a lot of money coming out of the a and e um for the next two months which is all of our holiday events all of our holiday supportive businesses um I will say to the staff these guys have been crushing it and done a fantastic job we've done some great things we have some goodie bags over there if you haven't seen them that we'll be giving out and uh it's a really cute sticker giant we donated some really cute keep it local labels that people can put on gifts because the supporters love the business and uh we work with a marketing company that's down here called brand and beat who just did fantastic work kind of upgrading all of them all right it sounds good um long run creative district update yeah so as we talked the creative district is moving forward and then there were pieces of it that we needed to kind of shore up to be able to get our xdf youth funding and one of that is to adopt a non-discrimination statement the non-discrimination statement had to be um no less than what xdfd's own statement is then i put that statement in uh through board packet i also put an alternative statement that gave it context it felt like it just says we won't discriminate against anyone but then it doesn't say why or how or anything so the other statement i thought really helped we did vet this through our creative district board this morning and we made two changes we added the word ethnicity in there as well and then at the end of the second statement we added the word community so i will read this very long statement just to make sure we're all on the same page um the one with outcome development authority does not discriminate against any person or organization based on age, race, ethnicity, sex, color, creed, religion, national origin, sexual orientation, gender transgender status, gender identity, gender expression, ancestry, marital status, veteran status, military status, political service, affiliation, or disability these activities include but are not limited to hiring and firing of staff, selection of volunteers, artists, and vendors and provision of services we are committed to providing an inclusive and welcoming environment for all members of our staff, stakeholders, volunteers, subcontractors, vendors, clients, and community um so that is the statement i just don't see if anyone has any comments, concerns, changes? no comments all right so we're looking for an adoption we adopt the statement as red by community all right motion by kirsten, second by joe all in favor say aye aye opposed right two other quick creative district updates we are partnering with art and public places to do window murals again and um and private businesses are funding them we are funding a few on kind of abandoned buildings but other than that we'll have a 10-week mural down here and one on the museum so folks have been selected it was a fantastic um category of entries so we're super excited and that'll be something nice to do around here um and then artist sunday we added that into our small business weekend so we did tree lighting small business saturday and artist sunday where we encourage people to buy local art and we'll do pop-ups inside of existing businesses so i think they'll be about 15 but the team artists that are going to be popping up and then bricks retail just had their uh marathon fort which was so great it was a hobbit it was it was hot it was down here like not long after it started up like maybe 11 or 12 yeah there's so many people and it they just appeared to be moving to the other businesses that were open like snorkeling teams got really busy and i think there's some news and stuff so it was awesome yeah it was great so thanks Collin as well for helping them so go get their uh get their start and their road closure and she said she'd love to do it like three or four times a year it'd be good in the next morning yeah spring yeah for sure i think it's good for all the other businesses downtown because it makes awareness of like the dump shop is there and the other businesses um sporting goods it's like you were getting to see a little bit yeah so i think it's a good different level of business okay um on to executive director report okay a couple things i did outline in the board communication are on holiday office schedule uh we're close to christmas eve because that's the day and then we'll be close to 27th and take that day three lightings so 24th and 27th december we'll be close close to get the 31st um up december because that's the observed um years day i will say it's a very slow week so we kind of just think that's fine um and then on wednesday the 24th uh close to the office of noon um lots of people are on vacation you know vacation time again a pretty slow day so i just wanted to make sure the word any comments or concerns um parking um so uh parking parking parking um i met with uh glove planning director and joey and phil uh greenwald phil and i would like to pull out all of the little pieces of parking that are in all of these plans and really outline here is the city's philosophy on this is what phil said this is what we're doing and hopefully take that to council have council say yes absolutely that is our philosophy it feels like if we have something that says this is what we've decided to do with parking and if we're powering it do it and we're carrying your concerns we're going to do everything but truly this is our guiding philosophy would help on a lot of different projects so that's one thing that we'll be working on in the future hopefully near term future to be that done the other thing is our uh license plate reader software that the parking enforcement uses um is has been broken for quite a while and doesn't seem like a music fix they've done all these things i need to invest into that new system would likely be funded out of the parking company we manage so we are starting a conversation with everyone on um Monday to really talk about what does that look like to make sure any investments not only in the hardware but in the software side we've been compatible with what mms can call permits and that it's a little bit more seamless than it was it was kind of a cobbled together type system from the ego and so how do we we're going to really invest in it how do we really invest in it and make sure first so i just wanted to let you know that that would be coming back to you as well um likely the expense that would have to come out of the parking lots and there's that um shared the the shared space arrangement if you remember we signed a shared space licensing agreement that our attorney pulled up with visit lawnmower it's time to update that in december and i talked to chris and i talked to joe and i kind of figured out a measured all of the shared space and the space and that type of thing right now they think 1500 um to get closer with that and with some of the supplies that we share would be looking at moving that member up to about 1700 dollars a month um a couple other things we want to add into the shared space agreement is that we'll be billing other expenses as needed right now because they are on the city system when they need a computer or something we buy that but then just build them back because that's the way it has to come out of the city month so uh we'll build them back so i just want to put something in there so jara goes away people understand there's other billable expenses that will be coming back and then um joe was saying it'd be great to put in a 90 days if we terminate the clause so 90 days if they want to terminate our pool hopefully that they'll be adding an executive director next year but i still think with hybrid work schedules and with all that type of thing we have more than that space to accommodate so whether it's kind of sharing some offices or having a that kind of thing as they grow i think that we work together and so jara and i talked about also amending this shared licensing agreement to say that we will work together to try to make you know the organizations continues to fit together um so what i'm hoping is that i can get a motion to say you know not to exceed $1,700 for the shared space that you agreement but that possibly joe and i can just nail out the details and then get this to the bit that already it is not fit i'm in that can really end joe all right motion made by first and seconded by west any discussion can't go down on that all in favor say aye all right thank you joe yes absolutely no problem thank you for handling it and then the very last thing that i just wanted to add in is um we're selling lots of gift cards and right now on our website if you want a gift card it's a a dollar piece or the postage and that type of thing we'd like to raise that to 250 or postage processing just to make it uh you know a little bit more to cover the cost they know sometimes we are having trouble with mailing and that kind of stuff but it takes a lot to process it so just wanted to see if you all were comfortable uh for us increasing that fee from the dollar really comfortable i don't think that's what sounds good check awesome i don't think i need a motion i just want to let you guys know why i'm here so that is all unless you have any questions for me from the report that i definitely have to start with no questions marcia all right sounds good sorry i missed the beginning of donuts you could make up for last night right front of you i was wondering about that all right um on to item from staff i just i forgot to take away the right um uh on the winter walkabout i had a really good conversation with uh whole kind of public health um as a refresher the info massing order that doesn't save in place letter of it says that uh performers can remove their mask or we must be told people of the audience and other non-household fan member and so i just talked to them to see about options to be the only option that i could read was where the entire event to be vaccine verified including all staff volunteers attendees artists etc and so uh through that special state you know you could you could have it be uh where the artists are vaccine verified they can all be on stage unmasked no problem that's all because there's 12 out of separation for the audience the audience is masked and further to that if a certain many wanted to be fully vaccine verified then we have a couple that are interested in being there are or would like to be back so they can be back so it is quite something i think that's how we're going to move forward to provide some all-sponsor ability and hopefully at least um all venues going to be vaccine verified or all venues going to be masked i wasn't sure quite which so it'd be a mix it'd be all the venues would be all the artists would be vaccine all the moments yeah that was good yeah some venues would be not fully vaccine verified the artists would be unmasked but they'd be 12 feet away from a fully masked audience and then some venues could be fully vaccine verified where both audience and performer and everyone in the building is vaccine verified and it's not required and so the definition of vaccine verified is that like the symphony orchestra is doing it where you have to show your card on the way in every time exactly yeah so either check out the door or give them a risk and show them the vaccine we would just make it very clear on the schedule and you need to give them that you require some vaccine thanks Colin and then i was just going to say that all of the parking lot lights have been installed so go drive around the parking lots go check them out we did have one little snapple one with 200 each slot they put them in the wrong lot so safety and justice just got to me safety justice got three friends like you know they need some good safety there right so you know the electrician is like we messed up we will pay for the lights for you a lot those will come so that's the 200 each slot it's the only one that doesn't but that lighting in there actually is a tune compared to the all the other ones these have noticeably improved i think they look great with the time change yeah that's our new holiday lighter elevations so we got them to get every trunk wrapped so the either strong power from above to connect to other power which we've never done before and they're used to doing that yeah sounds good we're going to move into that okay thank you