 Welcome to the Lawn Mower and Housing Authority Board of Commissioners. We're going to be Tuesday, May 16th, 2023. Can we have a roll call, please? Let's start. Commission Chair Peck. Chair Jones Peck. Commissioner Aaron Rodney, yes. Commissioner Mark Schoenmarker. Commissioner Sean Clay. Commissioner Tim Lewis. Interexecutive Director Harold Lewis. Housing Compliance Manager Tracy V. Accounting Supervisor Kimberly. Housing Director Lily O'Donnell. Basic Alley, Regional Housing Manager. Executive Assistant Director. Commissioner Susie Lotham-Murray. Connection Road, Chiquita-Rapano. Great. In-laws. Great, thank you. Do we have any agenda communications documents here? No, it's not good. We need to approve the minutes for a colleague here. Can I have a motion? Do we approve the minutes for a colleague here? Second. Okay, so the minutes have been on the motion to approve the minutes. We're made by Commissioner McCoy, seconded by Commissioner Rodriguez. Is there any discussion on the minutes? We none. Can we just have a vote? All those in favor? Aye. All those opposed? So that passes. We have a motion by the be heard. Are you here to speak? Yes. Okay, you have three minutes. I would say if we're going to refer to anyone who's in there, no room numbers, no names, because this is reported and I think available. Okay. No names, no nothing. No numbers, no where they did. Not where they did? This top, yes. That's why I came. I thought that you're a... I don't know what. So Longland Housing and that guy's reporting. City Council, Joan, Harold, Lisa and all of you special people. Thank you for letting me come and talk. I come because I care about where I live, where I've lived for seven years, because I care about what's kind of things that are my neighbors, myself. I try to show kindness and caring, but we're kind of having some chaos and a lot of noise since more in situations since I've been living there seven years. That's kind of getting interesting to kind of deal with. A lot of neighbors where I live have shared with me the same thing that I'm talking about. A lot of noise, late at night, like people leaving their TVs on, loud machines running their sweeper, like one did above me through the night, dragging their furniture. It's kind of hard to sleep. There's never no quiet time. We can expect the dishwasher, the air conditioner, the garbage disposal to make noise. But when people aren't considered of others, when it's quiet time, when you've got to have some quiet time to rest and sleep, and otherwise that can cause health problems, which is not really... There's a lot of people there, and they have clocked... I like my managers, and I try not to have problems with anything. I show kindness, caring, I show kindness to different neighbors and stuff. It's kind of like... We keep getting different ones, and the thing is, I think they, their selves can only do so much, they don't really have the authority to do certain things. So they kind of just brush it off and act like, well, too bad, live it. And that really is not good. So I just came to say that myself, that I feel like that some way we ought to be able to dress this. Because I'm getting older and precious, might not look like it, but safety and, you know, you've got to have rest. It's just not comfortable to deal with that off and on. My neighbor above me, I did go dress it to her, and she quit for a while, and she had some misses. One down below me, she complained a little bit about me, and we worked it out, too. So there isn't, you know, I don't try to be unkind, I try to be compassionate, show kindness. I feel like this is not even safety, because after a while, people get agitated. So I just wanted to come and say this in a nice way that I like where I live. It's a wonderful place. I like the people. We're kind of like family. We care about each other, and I show kindness, I show caring. I don't try to be unkind in any way. And I feel like there's some way that this is not being addressed. So that's why I came to say about it in a nice way, because I feel like that it shouldn't be that way. Thank you. Thank you very much for listening. I appreciate your thoughtfulness. Lord bless you. Thank you. Are you going to dress? So we have an old new business. First one on the, I guess it is old business, the CDVG grant funds, accessibility grant funds. Sure. So, commissioner, Board of commissioners and board chair, switch gears. This item is just the acceptance of the CDVG CDVG grant funds for those accessibility improvements. The City Council approved this. So if you'd like any other questions, comments on that, or have questions, any questions? So Commissioner Martin moved acceptance of the CDG grant, 2316, seconded by Commissioner Waters. I do have a question. Have you started when I'm reading this, it says, so I commit Constructory to be able to agree with the allocation of improvements. Have you started with me in that yet? We're in bidding, in bidding right now, so none of the construction started. Okay, great. So with those, all those in favor? Aye. Those opposed? So that passes unanimously. And now we're going to issue 2023 first amendment to IGA to accept ARPA fund grants for Hope of the Street development. So this will probably be a statement on this. You, as a board, accepted ARPA funds already and you've got 800,000 less for the HOPA project. That is going into the purchase of the land. This is an additional 600,000 that is becoming, coming in because of a reorganization of the budgets across the projects in the ARPA. So that's how this is going forward. So it'll be used more on project expenses, redevelopment of the expenses or things that are closing. Great. Can I have a motion for resolution 2023-17 on the approval? Second. Commissioners, the Donald Bairie moved approval of 2023-17, seconded by Commissioner McCoy. Is there any discussion? All those in favor, say aye. All those opposed. Resolution 2023-18, amendment to the Zee News shear view agreement. Again, we are preparing for the Zinnia project to close on its financing on May 24. And so this is the second to last item that will come to you for consideration. The last one we have to bring as a special item at the city council meeting on the 23rd. So this one is just amending our existing shear view agreement between the suites, LLP, which is the entity that owns the suites. And the city who owns a portion of the land there on that site to ensure responsibilities and just allow the use basically. And so this amends it to allow the Zinnia project into that as well. That is their responsibilities and specifically allows the construction easement to occur on the land around the property. So that is what this means for. All right. Can I have a motion for 2023-18? So moved. Second. So the shoes. All right. So that was moved by Commissioner Waters, seconded by Commissioner Yarbrough. Is there any discussion of this one? All right. All those in favor, say aye. All those opposed? So that passes unanimously. We need to review and accept the 2022 audit. That would be you. So I've done three slides just kind of as a synopsis. I know you've got the 80 page document. So to start off the financial highlights, we received pretty much the same amount of grant funding last year. 5.8 million. And we also received 5.8 million in 2021. So there was no really changes there. Cash and investments. We did increase about 6801,000. And that was related to about 523,000 in developer fees that came from MSA and the suites. And then we also had an increase in our HCC admin as we're starting to. When we came on board in 2020, we were actually at a negative net position. We were spending too much of our HCC admin. And a lot of that is because of the executive director and those costs that come with that. So we were in a negative position. We've got ourselves in a positive position now. And we've kind of increased. We didn't have as many expenses on our HCC program as we had in years past. So that brought up our cash and investment system. Our current ratio is at 9.95. And so that's really good. We made a big jump. And a big piece of that is our plywood loan. Last year, it was a current liability, which was like 500,000 in between this year. And we financed it to a long term. We're a bit over a 15-year period. Sorry, ratio of 1 to what? Oh, so the current ratio is like how well can you look at your funds? So if you want it higher, not lower. Because then it means you're not at a good... If something happened and you needed to pay all your current liabilities and some assets, if you were too low, you wouldn't be able to do it. So the higher we are, the more cash we have coming in, the more AR we have coming home to pay all the liabilities that are on the books. And then the expendable funds, we also went up on that too. And that's just the ability to pay our monthly expenses. Our net position. Okay. We did increase there about 2.7 million. And that was over the next slide. We have seven different funds. We have our general fund. We have our housing choice vouchers. We have our Mod Rehab, which is our SRO. We have Briarwood 615 Main, the LRA program, which is funded by the City of Longla, and the Longla Sweets. Most of them all had increased except for 615 Main Street. And that is because of the snow. Because our snow removal contract was so much different this year, it increased our expenses, which lowered our net position for that particular address. Our general fund was basically due to our operating grant and developer fees. And our non-operating interest is where that 2.4 million increase comes in our net position. And for housing choice vouchers, we were in a negative position in 2021, and now we're in a positive. A lot of that is because of the declining catch-up with our admin expenses. We had overspent. When we came on in 2020, we had overspent way too much of our admin expenses. So we were playing some catch-up. And now we're caught up. But we're trying to figure out how in the long term who we would be able to bring the executive director on and be able to fund out both our management fees and our HCM dispatcher. And then last is our single audit findings. So we had four this year. We didn't have any financial statement findings, but we did have two HMS inspection findings. They inspected out 20 files. They found that one didn't have an inspection before their certification was done. We fixed that in the system. There was what we call an edge checkpoint inquiry that was checked. And so basically that's now a check that says you can't move forward with doing the certification until the inspection is done. So all of these have been corrected. The HQS inspection for the second one was there is a 24 hour requirement that if an inspection fails and it's due to HQS health and safety standards that you have to do another inspection within 24 hours of your landlord. Tell me if I'm speaking to you wrong. The landlord has to get those corrections done within those 24 hours. And we did make that mark on that one. We could verify it. The consulted that we used for the inspections couldn't find the document that we showed between the repairs in her email. So we couldn't prove that it was done. The next one was due to rent forgiveness. So when they go through certification, they have to print off a rent forgiveness. It's a particular part of the process. Unfortunately for several of these files, the HDB specialists knew they had to do that, so they were printing off the document. So because we had to print the correct document during audit, we received a money for that. Can you tell me what that means for it? So anytime that a voucher person leases up for the first time or if the landlord is planning a raise in the rent, we have to compare that unit to three other units in one month to make sure that the rent that they're charging is reasonable and comparable to the rest of the properties. And the staff member that was doing that was just printing off. This was an interesting one. We actually had the right form and then the right. They just printed out the wrong form and put it in there. And because they had to print it out at the time, they had to write it out. And then the last one was our ARPA funding that we received. There was a reporting requirement that was missed, but it was corrective during audit and we submitted all of our quarterly reports that we had due. And is it on our compliance monitoring to get those fixed, to get those issued everywhere? So those are the four findings that we received. They've all been corrected and will have that corrected. I mean we'll have a corrective act to plan that actually out against that. Ms. Norris. You might have answered that question. Those were all labeled as the causes of lack of mutual control for all four of us. And so the remedy is one thing. And then the corrective action is some rules. Is there correspondence in you that you are generating that outlines the corrective action? Yeah. Or we have a copy of that? Yes, yes. So for example the first one would be our corrective action was we fixed your order to not allow that. There's going to be some documentation in this. Assume that we'll be part of that. We'll be dialed into that wherever you are. Correct. So if I can maybe turn that question sideways a little bit. Is there a process amendment that's going to happen? So that all of this was people making mistakes. How do you keep people from making mistakes? What changes that made? I can address the HQS stuff. We started, they weren't doing inspections during COVID-19. They were self-certified. So when we came in they weren't using their module for HQS inspections. They didn't need the LHA before us to go in. Yeah, they weren't using that module. So we implemented it. And then there was an update that they hadn't updated their YARDI system for several years. So then there was an update. And what that did is when reports are, when I ran the reports, it was capturing all the units that needed to be inspected or all the problems that they saw here. And we're dialing that in. We're already looking at that module and trying to figure out why it's not pulling all of the information that we need in order to do the inspections correctly. Would you spill YARDI? Y-A-R-I? D-I. D-I. Y-A-R-D-I. And I don't know what that means, but it's a software. That's a property management software. And there's modules. There's the light tech module. There's the HCB module. There's the waiting list module. And then there's the HQS inspection module. And so we're just getting into the HQS module and so we're going to work out some of the problems. question. Part of the answer is on the other side with the residents and certifications, one of the things they also didn't implement that we had heard in the last advisory board meeting is really the online portal for both landlords and voucher holders to utilize, which we're utilizing at Lord County. And so that's something we're looking at, too. Because if you can automate it, then you can start minimizing some of those pieces. They've got a number for that. You know, I want to evaluate it in terms of what that means for staff time and some other issues. And that very well, I think, is something that we're going to bring through more quickly, if we can verify that. What's the question? Are the audits random? Or do you all know in advance when there comes this audit? So they do a sample. So they have us give them several lists, you know, who are the new people, who are the new people. What are all the bailout inspections? And then they do a sample of that. And then we were given that prior, ahead of time. So do you all have one of the questions I have? Do you ever have a compliance vote in before the audits? And I know you all are super busy, but when you know there's an audit, you go in and just review those files just to make sure. Because that's very important. Then you catch stuff like that if the forms are, the documents are not right. Then you can replace them and have them printed out correctly. So it is important to, if compliance can go in prior to the audit to do a pre-audit beforehand and then those eyes are captured beforehand. And so I did. And so on the document that she was putting out wrong, I didn't catch that because it was the wrong time. So I didn't catch that. I saw that it was there. And the inspections that in 24 hours we rely on consultants to have that and we didn't. So now what we're going to do is have them send us the document. But they usually get just a picture or a recorder showing that like maybe a smoke detector was put on. So we're going to have them give that to us. And so we're going to attach it to the failed inspection. So that should take care of that. What was happening before? The landmark would just send it to the consultant that does the inspections and they would approve the 24-hour inspection and then do another one and put it into Yari. Not going through you? No. You know, they do it on the handheld device and when they're done and they upload it and it goes into Yari and then it goes, it's supposed to go to the tenant's file. That's so interesting. That is so interesting. I mean, because now I'm just mentioning this is salt along the though since I was in housing. But there was a separate housing HQS inspection, but it was still part of the housing authority. But they had their own separate department. So that department, you know, when you said consultant, that just blew my mind. Like, you have a consultant that's going to do what? It's a company that does HQS inspections. And I think Boulder Housing Partners uses them. And we had decided to use them because when we walked in and the self-certifications that were done for a couple of years, we had to go in and do all of those inspections again. Right. And it was just too much. And I think it would be too much for the staff to do it right now. We've gone through, we've got one person that's been here for a year and now we're training the third person. We've got two other people and now we're training the other person. So I think eventually it would be nice to be able to do it in-house. I do HQS inspections. I do quality control inspections. So there's training there. I think that can happen, but we're just not here. Do you have a video on the next slide? Do you have a comparison to the last audit? Or is this all in stuff that you didn't do because of the pandemic? We didn't have any last audit. So there's nothing to compare it to. We have zero findings last audit. Okay. This is a deep dive. Is that because how long have we been in-house? Jamie, I'm just kidding. How long have we been the authority? So last year was the first year that we had no findings. The year before that we had like four or five. We still have second. We have financial statement findings. Along with some flood findings. But a lot of what has also happened is there's been a lot of waivers these last couple of years. So they haven't had to test everything that they have to test for share. I do know the rep reasonableness. We're actually applying it on their side. The HUD told them they weren't doing their job in testing the rep reasonableness. So that was something added that might not have been testing in prior years. And it was tested this year. I think these are good to see where we do have breaks in the system. Now that we're actually trying to utilize it. I think we're paying more features that we're not utilizing. But we need to have checks and balances and reports that are functioning correctly because it wasn't being used correctly in the past. So that's what we're trying. I know she's working on inspections and we're trying to get that. Yeah, I think the goodness for me is that on the financial side we didn't have any findings. Because of all the waivers, it's the first time we've really done it again since we've had it into this piece based on what we were doing. And so, I mean, we're obviously learning from this. You know, the arbitration is actually interesting because we did that to ourselves in that the money that we put in as a city contract to go into Brisbane with the requirement for quarterly reports that went into Brisbane as a one-time fund. So in our minds it was spent because it went in. But because the project's not closed and the agreement that we created on our side requires quarterly reports even though the money's spent and you're not doing anything with it. So that's another learning moment for us in the sense that if you're going to put the money in on the front end, we need to think about how we're going to be agreeing with the city on our side and the city side to not create that issue you have. So it's a quarterly report that says we put the money in but the project's not closed. Just two observations. One is, having been in those conversations we paid a starting to conversion fund. It is not a simple thing. It is a major and complex software package. So the learning curve is steep. Number two, everybody, the first thing I look at are letter to management and what the deficiencies are and kind of that's what it's about. But not to focus so much on that so much as what we learn when we need to learn. But if you looked at the odds before, I don't know, nine findings both non-compliance and financial issues, to see the audit now compared to what it was. So Sean, just know this is a likely improvement over what we have seen. Good on you. We definitely think that this is the year that everyone says, okay, city, you've been with LAJ now for going on three years. Show us. Show us what you've done. And so we're getting monitored heavily. Everyone wants to see what things look like. This stuff is very much down to the crossing T's and doting I's. It is so... I will also say that our auditors gave us a compliment that we have terminated the housing burden point 360. Because when they would show up, they would not even have files that we need to find. One 80. One 80. We're going around crap. Right back to you. That's what we're doing. Um, so... Why do you think she said reason to do it? Um, so, um, they were able to actually draft our audit at the very end, and they never actually have it. Really? So within the five days they were here, they had it draft on it at the very end. So as opposed to having to go away and come back to... Come back and follow up and follow up and follow up because they weren't on any violence they were. That rarely happens. Rarely. So, yeah, so they haven't seen that any housing authority. So that was kind of cool. Just, you know, from a manager perspective, this is what I want to see. Because as you're trying to dig in and now really get to the nuances and the details, you want to see it kind of get to this level because now it's not a service level. You're digging down into the granular information. And so that's also good. And we're learning stuff about Yardy in this. It's like Trace has said, how do you fix it? You check the box. Well, that's a learning moment and you're already learning what you need to do. Um, and like I said on the ARPA, we created that ourselves based on our own contract. I mean, in that it was going to be spent on the new front end of the project. So we're learning also how do we structure contracts when the money's just dropping in and then it's gone. So, um, you used to be a manager back in the day when we would do, you know, internal clients and then we'd hire somebody to audit us and then the federal auditors would come in and audit us. And, um, and so the thing that you're talking about is we've just, uh, it's the federal coming in. So they're outside auditors? They're outside auditors. So financial, but because we get federal funds, we have an additional requirement that they have to do a single audit. So this is, um, the White House basically does this compliance supplement every year and it says you have to test on these three certain things. So wherever you tie with federal funding they come in and you have to test them to make sure that we're in compliance with what HUD wants us to be in compliance with that year. So when you find something and fix it, they write that and if you don't find something that they find it, they like that too, I think, to a certain group. Everybody makes a little bit of a mistake as you're learning currently. This already is coming on. You're getting better at that. Yeah, and I would say even in years past, what they were seeing as the exact same time was over and over and over again. So they were doing proactive action plans but nothing was getting corrected because they were starting. For me, we shouldn't see the same bias. My accountability for them is we shouldn't see the same bias again because that gets into systemic issues. And what you're trying to do you're fixing the system as part of the audit results. You mentioned the tenants files and the landlord's files to your cousin. Are these paper files at the beginning of the project and the process? That was a software that I talked about earlier to look at doing a conversion to doing it online. We know that landlords like it a lot more. When it's online and we're here in our decisions as to which voucher to take based on that. We have recently been involved with residents who are unable to update online to always have somebody who you have to manage. And the things that I'm most interested in in this is that when you automate it I think there's some inherent capacity building that occurs and in our time it takes staff to dig into each one of these files. So we're evaluating that right now. Tracy sent me an email that says $35,000 ish now and then $31,000 $37,000 to $35,000 here after that so what we're trying to do is figure out how to do that to start shifting into that money. That doesn't mean we won't have the paper files because when they come in and do all their paperwork online and submit it to us online instead of coming in and filling it out by hand and handing it to us it will also cut down on misplacing files you know we get a lot of people that say well I came in and I turned it in and resale it so it will be really helpful. I don't think we know exactly fully what this package is capable of. So with that said auditors do have access to Yardee they have access to be able to use so if we can make it an online type of process the auditors would have access to it. So if some of these files are formed in by hand does somebody in your organization have to transcribe it if you are? No the information that we get I mean there's several documents that have to be signed every year and then income verification and so a lot of paperwork and then they take that information like the income verification and they'll put that into Yardee and that's where it will calculate the rents and I'm sorry but that didn't answer my question how much how much transcription from a paper to an online we don't know that's what words you are in right now what's in your current process when they get the forms what do they have to enter into Yardee just the income and assets and any daycare and medical directions it's the tenant that has to fill out the paperwork and sign it so they're the ones who it takes them a lot of time to fill out that document and my question is after they've done that what do you do how many done like we have to so we take it we make sure that all of the documents that are required is there and then all they do is they take the income information and put that into Yardee okay so a fraction of what's on it I think what you're asking is that you have to just basically go and get for them is it right not for them the system is there a possibility of somebody yes and also just time that it takes yeah before you automate we're going to start removing human elements in it and that's what we want to assess and this needs to be talked about any other questions that's needed for the audit anymore looks like we've asked a lot of questions so can I have acceptance of the 2022 audit so do right so commissioners Martin moved acceptance of 2022 audit seconded by commissioner McCoy and let's vote all those who are going to say aye yes thank you I don't know what this gets what it means so if you recall in February we submitted our CMAP it's yearly form that we we sent ahead and when we sent it out we showed us at a 98% which is a hyper form when they got it they looked at so when so when we do our documents we send them to HUD and so it takes everything that we've done and it sends it to HUD and then HUD will look at it and check to make sure our numbers are correct okay we got a response from HUD and it says that we went down from 98 to 98 2 which were still hyper formers so what had changed on this is there's 14 indicators and the continuing to do HKOS inspections went down to 0 we showed that we were doing it so their information that they have in PIC shows that we're not doing them every 2 years like we're supposed to and what we're finding is that the reports that we're we're generating in order to show us what inspections need to be done are missing files we don't know why it's kind of random so Yardee is looking and they're looking at those ones that aren't posting so the files are in the Yardee system okay they're not leaving the Yardee system and getting into big or not consistent so it's this is our frustration this is our system so our frustration is we have it born it's not automatically shifting and so does not seem and so that's what we're trying to resolve actually with the software company to figure out why those forms were in the process of our filming program can you see them in Yardee? I can see them I can see the inspections I can see the inspections when you do when you do the pick report what it does is it takes those inspections and it throws it into the tenants file so then you can look in the tenants file and see the see the inspection well it's not throwing it into the tenants file we know that the inspection is done because we have the inspection but it's not taking it from the approval of the inspection and sending it to I don't know how we can manually pull it out it's not shifting them out when we're getting the buttons unfortunately HUD's process they don't call us and say I don't see anything they just gave us a zero and then certified it and we said can we appeal that because this is a technical issue we have a ticket they said no we have a high performer so there's no reason to appeal we'll just still be a high performer so we can't appeal our score because we're already at the right threshold but from a perfectionist point of view and also just there it is we wanted to but at this point we can just tell them how we're correcting it via the ticket well and one other thing is the resups there was a calculation that we had done and we put our subs down as a zero didn't get any any points for that because we still weren't reached up well they said that we were reached up he gave us 20 points so so yeah we were at least up so Kendra and I had talked about our two year tool and we talked about this and they are like the auditors they are very very pleased how how we're doing especially with our Lisa we're above average yeah she said we haven't seen that in a long time oh that's great so we haven't fixed we're already yet but you already is looking at it and we it sounds like Artie is trying to fix you all it has I guess the 360 but I can only say that I don't think it was our success it was in 2018 successfully so with them not doing upgrades to our life we just did it this year so we've been missing since 2018 so Yardie was so bad when we took it over that each the auditors they were still going into the old system to process hcb applications yeah it's on my computer I've been trying to get into it so and that may be some of what we're seeing is that they were still doing work in the old system they didn't fully migrate they didn't fully migrate successfully and we found there's several files that they had the wrong social security number the way that Yardie works the client is trapped by social security so they had the wrong social security number so then they changed it well that made a new file and they didn't delete the old one so now so those are showing up as not being inspected because of course they're not they're not there so those are the kind of things that we have to clean up and that's an error by the Yardie software that we're seeing years ago shouldn't have done that that's the name of the it's a term of work we were trying to work out in the the other you had to you leaned into that this is before we did what's the status of the long term we have completed everything on the list that was due our last work from HUD in February was thank you we'll check out the last deliverable and we'll let you know you just said no I don't remember the number of pages it was the anticipated cost and it looked like the end of the authority the challenge of working it out was I thought you had no capacity to work it out it was part of the motivation so you just got to understand how far it's come since those moments we're trying to work out this volunteer it was it was frightening well part of the poser the accessibility issues that's the last piece right actually so the actual capital project is not required by the VCA but it is related where we did that physical accessibility survey and made sure we had a plan for the next seven years of capital do you get fined if you're out of control we did not get the VCA is there fines related to I don't think so it's just they're HUD's processes they do findings or funds that has not happened I was just looking at the past and LHA what can happen is HUD can come in and if it's not working they can put housing authorities in the receivership which I've actually seen a few times and they basically come in and take it over and we get this for those of you who were here when we to counsel the Commissioner Waters perspective this voluntary compliance agreement we actually stepped in before we were involved and helped facilitate a conversation with HUD to not go 100 miles an hour on this with the voluntary compliance agreement what we subsequently found out from conversation with HUD is you they told us we were getting ready to talk to the city to step down oh really yeah so that's kind of the dog knows we're falling and we just stepped in at a different time they avoided maybe some of those and got hit with them but stepped in at a point before we got to the actually actually so do we need to do anything on the HCB program or CMAP it's just a just an extension of the information okay at the project based voucher request I'll take this one this is an informational update as well we plan on so if you recall back in February we opened up our project based voucher proposal period for senior housing and then in March we went ahead and awarded that to the village voice project village on name project so we're now opening up a second round up to 18 vouchers focusing on family housing and we do know we'll have at least two applicants one will be the hover project and one will be a privately privately operated affordable housing developer it's also time to go for tax credit so this is just an hence up that we plan to open that up on Friday and it'll be open for June 30th and then you all will consider that in July we award that's just a heads up because there's a very process driven and a lot of hard requirements behind it so it's just information okay right yes okay so we're turning it over to you Harold you said I'm going to try to move pretty quickly through our updates first thing I wanted to talk about is you know that we've been moving through a number of evictions during the last one and I'll have you briefly give you the details but Judge Martin expressed praise and thanks on the team approach to avoiding that eviction and one of the individuals we're dealing with can you really quickly at a high level or think through what we've heard well Judge Martin was just impressed how along with Housing Authority our attorneys the long run mediation services of the city sponsors all can get together and he's seen in so many cases that we can sit down and actually have a conversation that we're not we're getting the apart effect today we will negotiate with the tenants one of the cases that he was referring to this last week they need to go but we sat there and went back and forth mediation about four or five times between their attorneys, our attorneys and mediation services and really came up with a plan that was workable for the family so that they had adequate time to be out and also much time for them to be needed so that's kind of the work that you can do out there on the city is these processes that we have to go through are extremely time consuming and one of the things that we're doing we have a fair housing training that's coming up so one of the things that when we're dealing with all of these issues is the number of requirements that we have to manage so first thing you know all of the fair housing is going to be front and center for us anytime we're dealing with this situation and that's really the holy grail in terms of how we have to deal with it the second piece we're going to touch ADA issues which can cover anything from physical disabilities and reasonable accommodations which actually was one of the things that started the voluntary compliance agreement with the lack of reasonable accommodations in terms of dealing with ADA issues so that you know front and center so we have to work with all of those components so you know the time you just see the time commitment that you're dealing with in terms of when you have a situation and how you can really develop into documentation but even up to when they go into action toward for eviction there's a lot of work that even occurs at that point so I mentioned this to you all before we have a lot of we do everything we can to keep people housed because you know the issue just gets nagged monitoring trends for us you kind of get a sense of what we just talked about but A, I think one of the things that kind of us realized when we took it over is these organizations housing authorities are monitored to the 10th degree and that's because you get monitored by HUD you get monitored by investors you get monitored by DOVA you get monitored by Chaffa the mortgage company so everybody is monitoring you and I think what we're experiencing now to the point that Molly made earlier is they're digging in because they're like okay let's really see how you're dealing and so we're just continuing to be in that monitoring phase they're also catching up on the COVID backlog as we talked about earlier and all the things that are required to be monitored but they're now requiring those and anytime you get into it to the point that Commissioner Yarbrough made earlier we're bringing in almost the entire staff in terms of getting files ready and working to make sure that everything is ready and available for the monitoring we talked a little bit last time about the regional voucher program impacts Boulder County Housing Authority and Boulder Housing Partners are raising payment standards and so we're looking at that because that really could impact us in terms of whether or not landlords will accept our vouchers what's interesting and what we're seeing is that at this point we're not seeing people denying our vouchers but what we're hearing I think from our counterparts in the county and Boulder Housing is that they're having trouble with an uptake in vouchers assuming it's because of the red bubbles of where it's at and so we're watching that to really understand what's going on we'll probably talk more to you about this we're just now as we talked about earlier growing and gaining funding increases the Housing Authority had increases for a significant number of years on housing choice vouchers we're now starting to see them therefore we didn't have as much increases Boulder and Boulder County during that process coming into this that really is performance related I think I mean the big part of that performance related to the number of vouchers that we actually have out and we talked about before the number was 420 the number now is 430 by the end of the year we should be at what point so you're seeing us being able to have more vouchers out and 520 is the limit as we're managing it with the two-year tool that's what's allowing us to do that so I'm watching it pretty close you know one of the things that we can say is the regional relationships and the impact on the long life community we are seeing that starting to show itself as we're probably absorbing more vouchers than any other community in the county we're digging into some numbers to really understand what that impact is and we'll be back to you all to present that information once we get it but I do think we're taking a lot of vouchers or we have a lot of voucher holders from Boulder County and Boulder Housing partners that are actually using the vouchers in a lot of and then we're also going to look at mental health partners who receive state vouchers as well to get a better sense of the number of voucher holders so can I just say that we are getting more people moving into our community with vouchers maybe from another place correct so the way that they prepared an agreement that dated back to 1989 87-89 to where the respective groups said that if somebody has a voucher from Boulder County and they utilize it in a long run you're not going to engage in the portal process of reporting the vouchers over moving in unlike if somebody has a voucher from Lublin Housing Authority and they come in a long run we have a choice as to whether or not we want to import that voucher into our system there's financials associated with the admin fees you don't necessarily get all of them but you at least have so what you have is basically with Boulder County this free-form flowing of vouchers in and out of different communities and so that's what we're trying to figure out in exactly how many are coming in from there and what does that look like could it be because we have building as much housing for the people I would say that should be an issue I think the rental costs in those other communities is probably the most significant issue as a whole the rental costs I think when we look at our rental numbers we're starting to see some draft information coming in in terms of the housing reports and our rental fees are lower than they are in Boulder and other places with in Boulder County so it's a combination of the amount of units, the rental rates and so we want to get a little more depth in this when we bring it back to you but you know it wouldn't surprise me if we say we have 440 at the end of the year we're going to be able to issue based on some numbers that I'm seeing that we've got to verify I would expect that there's potential more vouchers coming in from outside than we have in Boulder and that's a different conversation that we have to figure out and try to figure it out and start having these conversations with others Prop. 123 is something that we're looking at this is one of these weird ones because it impacts the housing authority but the city has to do it, I will say I think it's an advantage of having that because we can look at it from a different perspective versus just purely from a municipal perspective then it's not a housing authority so let me ask you a question that the housing authority commission would you like to see this as the city council we do think that the housing authority we really think the community would greatly benefit from Prop. 123 funds would you like to submit the commitment for LHA habitat in between to participate in a portal that just opened a few days ago and also the city, right? So the city has to commit in order for any other agency including the housing authority to request funding to use in the city council? So we're working on some baseline selections to really give us a chance to understand the numbers and to consider commitment parameters as a council before we submit it would you want to see the commitment parameters as a council before we submit for the state to participate? Before you submit as the city to participate? Yeah, we can submit as staff but because it's impacting the housing authority would you like to see it in your other to see what we're submitting? Yes Development Development Yeah, so I'm moving to development updates we wanted to give a couple of quick ones one is just a heads up that on June 6 the city council will see an informational item describing this in more depth but the plan right now that we're moving forward with is to go ahead and use $2.1 million of ARCA funds to purchase the warmer royal local property out of the store village fund and house it in the affordable housing fund which is an eligible ARCA expenditure the price is $2 million that's a negotiated price based on the remnant property what is left for development and the work still required to get that ready to develop that's kind of the middle ground there and then it includes an extra $100,000 just for storm drainage staff to keep maintaining it since LHA doesn't have that function really built in that would just be nice to have that maintained as it is until we're ready to develop it the other thing is we're planning on keeping it in the affordable housing fund for now not moving it to LHA onto the LHA's books for the moment there's going on to the first and main transportation redevelopment we just want maximum flexibility to see if there's some sort of mixed use that could happen there it would still be affordable housing but that is the plan for that so when you see that on our LHA goals it might be housed within the city for the time being so is that the one on Boston across from the materials part of that so when you drop the land into these bills and when you think talk about it today impacts everybody it's just cleaner to hold it in the affordable housing fund knowing that we're going to use it for LHA which is why we wanted to talk to you all about this so we're holding the asset yes it would be a concern an asset for LHA correct knowing that we're going to at some point look at the housing the next one yes that will happen right away so when you see that project on your LHA goals that's just how it's going to sit for the time being didn't you at one time say you were looking at that as affordable that was always affordable so when we purchased going back to the flood this goes all the way back to the flood and that we really needed the property for the channel expansion and then we talked to the council at that time about utilizing it for affordable housing we were trying to figure out how we would give the dollars to do it for a reason to our clients but in terms of looking at first and main is that it's now moving along you know we have an alignment and so there may be more that we can do to really figure out what's the most advantageous way to leverage that for affordable housing and the broad scheme of this main and the next use of current transit oriented development okay great the next one is oh sorry to interrupt you that what that provoked from me is a simple question you laid out for us an overall plan to reach about some of the ones we were going to it would be useful given what you just said at least from my perspective if we could get an update how is that, how we de-aided from or how consistent what does our actual expenditure look like compared to what those priorities were in the key months ago would you like to see that as an LAJ update or is it city council site? whatever I just think it would be useful I couldn't honestly, I couldn't especially do what you just said but I wanted to ask where are we relative to what the plan was that we could be in just next to that next one I wanted to update on the affordable assisted living so both of these two projects are further planned out ones they're not necessarily totally active at the moment we're just planning ahead for them that is our that's the biggest lift on our project list that is LAJ related because it's just it's a big undertaking and it's a specialty type of project so we've done a ton of research already about development partners and ways to do this but given the ARPA funding wanting to spend that as quickly as possible just to safeguard it in case somebody, yes in case somebody considers recapturing we are considering whether we go ahead and try and search and do a land banking process and maybe full land we have to of course talk about with some development potential early, our development consultants that can advise on this if we hold that land with that Sylvia but in order to get the ARPA funds spent that is something we could do and have it spent this year so that's something we're going to research and look into as an option and then pick up the development that is actually ready, capacity-wise and ready to take on the next one I was going to move to Zinnia unless there's possible on that one so Zinnia, we already mentioned the closing is coming up, we're in the final push compared to Chrisman which happened in June this just about this time last year you'll probably remember it was a lot of documents flying around at the very last minute we definitely paced it out much more there's still in the end a couple that are flying were out at the last minute not does the volume as Chrisman I just wanted to kind of reflect on what has gone well with this one especially considering that this is our second full go at this Chrisman being the first we plan to have well on our timelines we've had really creative solutions for filling gap funding and our relationship with our partner element has been really productive and positive just be brief but the challenges the utilities and the easements at this location just were a real challenge it is chuck full of utilities so that presented challenges in the entitlement process and making sure we got design approved in time for building permits and getting easements and vacations and everything sorted here towards the end and then this is also our first time as a third party property manager so this is the potential model that the LHA could use going forward for non LHA owned properties to manage them and collect fees for that management service and so we really dug in deep on that management agreement which is what you'd be considering as the city council next May 23rd because we really wanted to get it right as far as we could project not ever having done one of these to date so that turned out to be pretty pretty in depth making sure we got a staffing plan and how are we going to manage the bank accounts and financials and who's doing what and a lot of arranging of responsibilities and negotiation of our return on this so that was productive and positive and we're getting there but it was a big lift to make sure that we were trying to consider the future as much as possible so that's what I would say on Virginia it's almost kind of a closing statement on Virginia for Hover so first of all we're at the point where we need to decide a name for the Hover development the one that has risen to the top of the development partnership team so far is Ascent at Hover Crossing but Ascent ASCENT because A is kind of a mountain theme and the Harstone and Lodge are kind of rustic mountain fields as well but then we're going to have pretty good mountain views on that top couple floors and then really it's about the people living there where it's a stepping stone to improving your life and just an upward trajectory so that was the proposal so far so unless it is objected to by this board then that's what we would move forward but do you have any feedback on that any other unique ideas what's always welcome sounds like a graphic company or something there's a lot of Ascent things so we had to Google it to make sure that it wasn't going to get confused with something else but there was a property called Ascent but then they changed their name to Alpine so it doesn't seem like there's anything directly comparable in Alpine ascent we are probably in the night fight probably by the end of May we're trying to draft up those partnership documents so that some of them can come to your youth consideration of the gym for me it's not over it's not over we were trying it so we were doing kind of plants and flowers at the sunset campus too far into plants so it's really interesting the marketing team of our development partner the ideas while you think about that you can always get back to us with ideas the land transfer so your board approved the purchase and sale agreement at one of your most recent meetings we are planning on having that land closed by next Friday the 26th of the 8th hopefully a little bit sooner but we're trying to sort out some clear some title exceptions to just make sure we have everything straight forward so that will be occurring and then the land will be held by LHA at that point and then we would be working on a purchase option agreement to the development partnership that they would want in playing for the tax credit application on this course so that would be coming back to you as well we're continuing to look for gap funding make sure we've got our funding plan set for August tax credit application including for the ECE we're doing final design concept design to the point that you need for a tax credit application so that's pretty exciting to see some of those visuals come together and we'll close their load more fleshed out and have color on that and see them as well they will be a big lift through the summer because of that August 1st tax credit application goal and yeah that's actually everything I have for over if there's any questions on that one and then finally for Village on Maine we're completing our third party design review and budget prioritization process right now we're actually a third party owners rep which has been really helpful just to help us work that prioritization and schedule out how we're going to plan for cost escalation, how do we plan ahead for that and then prioritizing what to do now on your initial budget and what to say for contingency and how to work this all so that's been really productive and we've hired our relocation team as well we've hired a firm that we worked with for all seven years of our it's actually been 10 years but we worked for seven of the 10 years of the CDBGDR flood recovery program and they really know what they're doing and they're going to help us coordinate all of our resident temporary locations and we're going to get them into working on contracts right now and we get them in to start working with residents here this summer and finally doing final gap funding so both I should say both HOVER and Village on Main were selected, recommended by the advisory board, the Housing and Human Service advisory board to receive affordable housing funds and or CDBG funds so the city council will look into that in June but that's all in process between the city side and the LHJ side so that's everything I have to go with that the only thing I want to say so you kind of heard us go through on it's high level we'll quickly turn it over to Lisa and Kendra if there's anything you need to cover the numbers are pretty good but yeah so we'll quickly go over but when we talk about all of this to give you a sense, the development team at Boulder County Housing they finished a spoke on Cochnum and then they're starting a little bit more that's what I'm saying here and that's yeah probably and then we'll be multifamily in May of 2020-30, kind of give a sense of the development we're doing as we talk about this work I wanted you all to think about this piece of it, obviously there's tax dollars going into this but when we compare staffing levels they have 55 staff members nine managers and an executive director so to give a sense of the bulk of work they have 900 vouchers we have 450 so what we have 900-ish vouchers and so when you look it just kind of scope of work and kind of impress this team's under you can get a sense that there's more in some cases significantly smaller staff in terms of what we're doing and that's the piece that we're bridging in with the city in terms of projects kind of wanted to throw that out at the end to say here's the world and here's what we're doing it with now we're doing it different I mean we're not self performing these projects we're leveraging public-private partnerships which I think is the best way to do it because you can do more and so there is a distinct difference and I think this group is handling the capacity if we added five more people to this group we were going to keep people in the doors off of our competitors just based on what I'm seeing that we have next not in the group of four people not in the group of four people not in the group of four people not in the group of four people not in the group of four people unfortunately unfortunately you know we're still struggling with the financial issues that we inherited and so you know we're technically as we continue to move forward in the budget processes but that's why you see us pressing the development and it's hard to impress them because that's going to generate revenue partnerships generally I mean a lot of what we're focusing on is revenue generation because there's just not enough revenue generation the units that we have we are adding totally the units that you could click here heard recently from an older city person that 8% of money is being vertical so far do we have that number percent of our 12 6.5 but it depends when you look at state numbers and you look at naturally occurring affordable units I think our percentage is much higher which actually connects to the voucher issue and this is why we're trying to figure all of this stuff out we would have never have understood the voucher issue just being the city without being in the LHA to start seeing things so depending on how you look at it we only count the affordable units that we built permanently be distinctive at certain affordability levels right and that was more restrictive the reason I ask the question is because there were at least two answers naturally occurring included and the ones we know we do draw are very restricted so the 6.5 is de-restricted we haven't attempted to count the naturally occurring that's what we're seeing in the state yeah that's all quote from census information average rents so we know what are the percentages because that's what we know we can live into right so that's an option when we're talking about the Prop 123 commitment that is an option using their data but one thing that we're finding and we've been talking to our regional partners as well is if you use just the census data what the state has provided as an option in our market then a lot they're counting our naturally occurring affordable but we really don't have control over what that does in the future so if it stays so if our prices continue to go up and it leaves that naturally affordable market no matter how many units we generate and call are de-restricted the things that we count then we will never meet that baseline if so we can't predict exactly what would happen when it brings back to you it's a maddening conversation right now and so we'll bring it back and explain it so yeah we could theoretically be at mind for some affordability if you include naturally affordable but you can't guarantee that it's going to stay right and that was actually not talking about Prop 123 but the 12% commitment we made in 2017 same kind of issue we can't guarantee that it will stay there so if you counted in the 12% you could profit so both folder and lawnmoth count permanently de-restricted affordable units because those are the ones that we have control over so we could if someone is about to leave exited de-restriction or age out then we can go and we have ways to track that we don't have ways to track and manage all of the naturally affordable but it needs to be recognized a certain step and we look at this as a whole and we'll try to figure out right and then so we do the other side of that on this isn't there a housing needs assessment on its way June 27th we'll bring them in, they're going to come in what results what, Kendra you ready? yeah, maybe I don't know you guys all have this on your desk because I'm pretty sure you're not going to be able to see that so we do have quite an outstanding balance of our past due tenants we'll be in the next couple of months we are going to have a meeting with my accountant next week we are going to start transitioning some of these over to the collections that which they get written off of our books so we'll be bringing the proof books on your end that was written on they'll proceed through collections for a period of time if we can collect on them we do do a pretty high percentage of balance on most of these because we know with it being affordable housing it's going to be really hard to see some of us have to come back unless we have judgments and we can have some judgments with the payment not enough so that's what's going to happen here I mean you have right now our current tenants we have about $18,000 dollar balance so the biggest pieces are past due and a lot of it is on meth units that are incurring meth units and eviction units and then I really will cost a long amount of cost to store if you remind me we got it first that test system in and so we're now we're going to work working through that one to understand how it works and how it works how do you test it without possessing that so based on how they're describing how it works if we have a unit that tests positive and we have the industrial hygienist number we will take it and we get that unit with personal protective equipment and then see what the number is that it generates in comparison compared to that piece so the next are the financials what I've done is I've highlighted those areas of concern so we have Aspen Meadows neighborhood we have senior apartments these are basically that we're over 50% of our agency that works and we are and I know we so we go in on where their vacancy rates are at today but for those instances right there we're getting over 50% of our vacancy already so it continues we're going to extend that and then what happens there is if you're not getting that money in and you're not getting the management fees which pay for the admin the name is just a trip down the bank the peak are just insurance proceeds so obviously these two areas have met units I believe AMSA and Armageddon have both met units and we're looking through the insurance proceeds on those for the lodge Spring Creek and the sweets we have the same situation the sweets has several claims that we have insurance insurance proceeds coming in on and some of these were also continuance of last year's claims we do have these yellow ones sorry I can bear with the yellow ones so these yellow ones these are over 75% of annual vacancy so we've hit 75% of what we budgeted for vacancy for the lodge and the sweets so those are getting extremely tight and in fact the sweets is at 82% and the lodge is at 96% so and I know they've started outreach not just going into the late lists and starting to advertise because we're having an issue with certain properties based on the percentage of AMI that is just too high for some of these people so we're having an outsource outside of the late list to get these units housed so people are on the wait list but they can't afford the units and so you're renting them to somebody else is that what's happening it's because if they had a voucher it would probably be very easy to rent a 50% unit but what they have to tell them is that the 50% unit is at this rental rate can you afford that so if they can't even go at that rental rate because they don't have a voucher or it's not a PGP unit so we're having the outsource to different agencies to see if they have anybody outside that can and what if people down the waiting list might have vouchers even though the first person doesn't reached out to them so my understanding is they've exhausted all of them and then they even went to other properties so if somebody was on the waiting list they would contact them and say hey we have a unit in AMSA it's a 50% unit and Diana said she reached out for AMSA it's like 55 different people and we probably just had to outsource it because in a point where our debt to income ratio might not pass the loan that are required so that's a new thing I found because we're being monitored on the loan sign for AMSA so this is an interest rate for the unit so there's some there's some issues and actually the hell is financed via in terms of if it's a 50% AMI we may have to start evaluating where we are can you get someone in it to still walk back down the road and the waiting list when they come in to put their name on the waiting list Diana is explaining the programs and what the rent is and I think what's happening was people putting their name on the waiting list thinking it was going to be 30% of their income even though their income supported that amount they couldn't actually put that amount on the front let them know what this program is so for LHA the only thing is we're over in some administrative expenses on 615 vain but that's because we also haven't raised them so we can have some information to say and then LHGC had some additional income and that was due to the exit of the investor of the LHGC place LHA loaned LHGC money to the investor who's the one with the investor help people who go into authentication they were very fortunate that they knocked our exit tax in half so we're going to have to pay $209,000 with that we'll get paid back to LHGC in the closing of the LHA so that's kind of first quarter in the nutshell other than that we've had pretty much within 25% 25% to 28% on those stuff we're spending just a little bit on your perspective do you feel like your outsourcing is going to be able to take that from the brain from the what I think might is maybe the increase in the vouchers that's going to 105% as we start to increase those vouchers as we go through certification that makes cushion the weaknesses we're seeing but I don't know what we're going to say we have 5 units all at 50% at the end of March 4 of them are now rented and just 2 currently all from outsourcing all from outsourcing that's very good and now you're saying if you get 5 more vouchers that's 5 more people who can support each other what are they vouching I believe so because we went to a lot of our senior services and we let them know hey if you have people looking we have immediate openings to support this rent or have a voucher we can get them in last is the voucher count at 12-1 of 2022 we're at 405 we've been trying to get to 420 for a really long time but it's like a roller coaster ride people get off, you have fraud or they're losing their vouchers we've finally reached in April 400 and we currently have 3 that were released at the very end of this month so you'll see those represented in May and then we have 8 on the wait list so we're at about 441 and that's where we plan to be by the end of the year as we start to voucher and we have pretty much the 2-year tool pretty down to a science so they we are getting my attrition rate which is being like people leaving the program on a monthly basis it's at about 10% so it's almost like 4-5 vouchers on one we're actually losing so Tracy and her team are keeping up on that and that's what wasn't happening so when we're losing vouchers we think they weren't reissuing those so then when they don't reissue there's 5 that have already been issued but now you've really should be 10 so they they got it going they got it going so and we did get 400,000 extra dollars this year who will have funding and that will push the 440 that we can go up to along with 105% of increase to go up to 105% and the more we reset the more admin admin costs that we do for a voucher for a voucher for what the occupancy reports so we ended April slot 93% but I just pulled the numbers so the last week's expecting the last time I reported we changed how we were doing the wait list we're keeping them open we have Diana the admin who is helping to pre-fill those pulling the numbers right before this meeting we're projected to end the month at 97% most of these units have been leased across the board like we talked about asking senior but most of them were at least from the wait list even the suites have a couple of their down units one's done for meth, both projected to be done by the end of the month are already leased and ready to go so we've been very active on our side for meth units we've had two new units this month at the Briarwood we have two that came in positive that's where our occupancy is any questions on occupancy and then just a quick overview of the property updates one thing that's not on here is we are having our annual fair housing training that you're all invited to we'll have our fair housing trainer out of Denver County West he's a great trainer, it's June 20th it's 7.30 and we'll be doing it in the chambers we helped to go to my events the whole first week of May at all the properties and it was amazing my staff is a different chicken but it was nice, we had the dancers from one senior services show up at one of the properties a magician at another singers at another so it's quite active at a lot of the properties for that they pull on events great turnout we tried to guess the numbers of residents that were going to show up and we were surprised that each yes we made there was more participants we're currently doing deep clutter events and bringing dumpsters to the properties and staff is helping residents get stuff to the dumpsters we completed three of them we even had a dumpster halfway through a 30 yard because it was so full of stuff so very helpful and LHA is currently fully staffed for the first time all positions are filled sweets we got rid of security last year and brought in building attendants and I have never seen the sweets so clean and these building attendants are hands on opening the night shifts they're calling public safety and they see something out of the norm around the building down the street they're very involved in working with Sarah and other members of the police department and poor and public safety have been playing a major role at the sweets lately we had a lot of increased mental health situations but poor Sarah, Dave, Kennedy they've all been their right by our side helping us navigate those and one other thing I just want to touch on for Spring Creek and Fall River management teamed up and partnered with Eldershare Eldershare has been bringing in new distributions for years of these properties but we saw some queries that we could improve it so the manager and assistant manager went and got trained through Eldershare and I've taken over the distributions and we have a little bit more saying the kind of foods that are coming what our residents are requesting and actually seen some participation of residents who have not participated in years we're excited to be more hands on so I'm going to be doing public health and safety updates on behalf of Sarah Arnie we already mentioned the meth detector that was one of the things she wanted to make sure you all knew about that we've been received and now we're going to go over with our testing tacking on to the issues that we've been having around mental health and bringing in poor and MHP really been working all the way around the residents to try and address there help them get through their issues, make sure they're maintain successful housing, do everything we can to make sure that happens but I really do, which Lisa touched on but I really do want to stress that we're working with MHP but we had a meeting with them to really dig down and we got to some of the issues that have been really needing to be talked about for a long time and I think that we're on a good foot and we've got to use that as a jumping off point to coordinate with them and partner so on board as well. So the issues were with MHP not issues with the residents of the suites? It's more it's we're coming together around residents of the suites who are needing supports from all of us and then it's coming down to we're figuring out just things that people may have misunderstood or about how what responsibilities are, what to expect when you know an MHP person or a resident calls the police and there's just a lot of, there was just a lot of conversation that happened about working with MHP as a partner for the resident. Yeah with CORE I always have this question it seems to me that crisis events do not respect the clock but CORE does what's the procedure when when there's a crisis at 8 p.m. who comes who handles that? So we'll share this here next time we talk about it in the budget we had in the board's movement so we are adjusting that for the staff now but we do train our officers with some of the similar they go through similar training in the board in terms of managing it but I think we're we've definitely extended the hours I just can't remember what it is but that's part of this conversation is to understand who does what when, who calls, what do you do so I can answer that question and then her last update was just that we're using in concert with the HCI team through the city to get the security cameras across all properties from the same system to talk to the city system so she's been helping us manage that project and we have bids and we're going to move forward on them here next week so that was everything that I had to say All right, any other discussion from commissioners? I'm just always amazed at the amount of work you do and you're always smiling when you're here and I know that it doesn't translate but I appreciate it Friday? Friday? Well, yeah maybe this is a clear how these packages are working and as a as an ex-boss it seems like even when things aren't working you can describe the problem now as opposed to making things from mysteries So that was better Okay, I'm sorry I should Well, it looks like two commissioners moved as seconded Bye