 Let's start with the roll call. Unless there's something I forgot. Who's gonna, do I? We just need to work our way around the table or? Yeah, just work my way. Okay, so chair, vice chair, you know who's hearing. Commissioner Chris, president. Commissioner Marcia Martin. President. Commissioner Shawn McCleary, president. I think this is going to happen in a while. Compliance manager Tracy B. Pancestor, president. Lisa Garner, regional manager. County supervisor, Kennedy. And I'm going to jump in. I'm going to introduce Lauren Saley, who is the new assistant director for all of our housing in Mauri that we hired. So that was the position we had. You all approved this budget. I'll let Lauren talk a little bit about herself, but quickly Lauren has worked for the county, worked for Boulder County housing authority. Lauren actually uniquely enough is appointed by the council to be a forward view on the housing authority board when she's doing this and so she is now a scientist after. Lauren? We'll be back when we finish the roll call. Or we can do it there to work out. Yeah, but Lauren Saley, assistant director. Carol, can we just enter exactly where? Mother, Donald, housing director. Can't follow assistant city manager. So any agenda revisions or submission of documents? And then we'll move on to the review and approval for the February 20th, 2024 minutes. I move February 20, 2024 minutes to add a percentage. Second. So Commissioner McCoy approved or let me in motion to approve the minutes. And seconded by Commissioner Christ. All in favor, say aye. Aye. Opposed? Public invited to be heard. Do you have any members of the public? Would you do a final sheet? Nobody, sign that one. No speakers? Does anyone from the public want to speak? Three minutes. Oh, OK. OK. So now we're on to item five, all the business, organizational chart. All right, so we have a nice big version of your packets. So we just wanted to bring this to you today because primarily from a couple of staff changes that we had Lauren included and also on the city side of the housing division, Christy Weisen took the public investor position. And so we ended up doing, looking at everyone's the needs of the organization and the skill sets and just what makes sense for the future now that we've had about two years under this kind of new setup, at least since I came into this position and what we've done since. So really we're talking now for the housing city and LHA housing group overall. There's three main arms, the city's housing community investment division that really does the funding and policy and all of that city work. And then we've got the LHA operations side, which is what Lauren is heading up. That includes property management, our voucher programs, and maintenance. And then in the middle, we have carved off housing development from HCI and put it in the middle because it really does cross cut across both so often. And then that also leaves room for future growth in that development arm as well. As we keep going, then get so many opportunities that can come in at us. So what you'll see here, the big change of Lauren's position, you'll see the Lisa and a maintenance supervisor that says vacant, but we've actually made an internal offer here in the last couple of days for that maintenance supervisor position. And then Tracy's work on the compliance and housing choice factor side. All under this operations arm that Lauren is heading up. So I really see that three pieces all coming together and crisscrossing in certain areas and also dividing and conquering in others so we can really get a lot done. The other change you'll see on here is you'll see clinicians down at the bottom. Those are one of them. They're all city positions in the Mental Health Center of Excellence Model. One is going to be funded by LHA and dedicated to this week. The other two are funded by the city, housed at the suites, co-located, but then released a big citywide efforts. But just having more presence there will be really, really beneficial. So those are just about to be hosted at childhood release. So that's coming up. So those are the major changes. I just wanted to report to you, plus all of any, if there's any, staff changes. Those are also referenced here. So quickly, when you look at this and you see positions that kind of go through the color going city positions, city positions that both have city watermark LHA funding, probably more so for Council Member Christ in the situation. And then a little bit for Council Member McCord, because you weren't here when all of this really started. And the only is when the then Housing Authority Board approached the city council regarding the situation. But what was really happening is financially the Housing Authority was really in five straights. And when we talk about the structuring while we did it, around 425, 450,000. And it was a little bit different, because it depended on the year, was actually going into two positions. And why say it depended on the year? Because there were some years that they gave bonuses to the executive director. That combined with the Chief Financial Officer was somewhere in that 450,000 range. And when you then looked at what was happening on the operational side in terms of compensation for property managers and maintenance, they were really struggling to build positions. So what we did is part of the arrangement. And this is where you vote on the IGA between the Housing Authority and the city is that the city can assume various components of that process for an economy to scale. So today, the LHA is paying the city a large amount in that agreement. For accounting and the audit? Yeah, the blue and yellow. It can end up being probably about $100,000. Between all of the accounting staff and all of the... Well, they're not the direct staff. Just like Molly, myself, and Dan. It's a little over $100,000. It's about $125,000 to $5,000. So what we were able to do is then take the executive expenses that was really in the neighborhood of $400,000 and carry that down to $100,000, which then allowed for $300,000 to then be used operationally, which then directly pays for on the financial side. When we took over, they basically only had a chief financial officer and really didn't have the separation duties on the accounting side, which is why they were failing many of the audits. So now, what we're able to do is hire three accounting positions that deal directly with just the LHA component. We were then able to incrementally fund an IT position that assists with, overall, we get the entire city IT department to help, but they fund some of that. And then we also get all of the services in the third orange, which is human resources, IT, risk management, purchasing, they help us through a lot of issues. So the economy scale is significant because we actually have four or five services that we're able to apply from the administrative side. In exchange, what that's been led us to do is take the funding from a housing authority to really adjust compensation for our property managers and our maintenance staff, which has actually helped with the applicant pool that we're bringing in. And then as we engaged in other projects, council, the city council gave me the goal of hiring an assistant director to kind of help manage some of this. We needed it because we weren't able to spend all of our time associated with voting, so they didn't have a big picture, which is where we hired Warren. And then what we didn't talk about is we were able to repurpose a resource specialist position and all of this changed because originally the resource specialist could only work at the streets and a lot of the parts don't. And the moves that we made, the resource specialist actually can now work across the work volume of the property. So what you're seeing is significantly more resources being brought there in terms of the operation for the housing authority and the situation, a sense of where we all sit and how it works together. And to see a lot of bodies, time lines, so really, I mean, but for the connection with the city, these resources are hard to apply for the housing authority. This is really what it takes to give it what it needs and we even need more to grow. So should I stop to let the record show that Mr. Yamarou is here? Are you here? I'm here. Okay. So as we see it here, we don't have any city consulting as of yet. I'm not in this video. So the consulting service is Human Resources Information Technology. Oh, okay, I'm sorry. I just didn't see the call right now. Yeah. Facilities, mailings, just, okay. All right. It does not stand out very much. So I changed that color going forward. Yeah, it doesn't look like it's the same color. Yeah. And then when you have the two, the two sheet, the COL is helping the day. City of London. Oh, City of London. Okay. Oh, yeah, okay, I'm sorry, I'm trying that. It's a lot to take care of. Yeah. Think about the COL for a lot of people. I'm speaking like Colorado. This is, I was saying, Eric, this, when I've had things like this together, I'm like, and then this person's name is so huge. It's, I mean, I'm just impressed. It's, it's really, it lays out well. It's clear for people to see. And it is, it shows how we use our resources from everything clear over here from Christina and Chekko to, you know, Judy Marsh and how she's wrapped into it and saying the exact. It's just kind of impressive to see the different areas of one month's, you know, upper management and services, how they tie into this and such. That interest in a different way. Then if you really, I mean, if we built you the operational diagram, it would be somewhat chaotic because when you look at the center of excellence model that we use, everything's just crossing the charts in the sense that this is more ministerial, operationally, how we work is really a team dynamic. And so at any point, lines are crossing in terms of getting the work done. And what we try to do is stay on the way because, you know, we're more cool losers that we need to be, but really relying on the staff to work across and with each other that increases the broader team dynamic. And when Paul was talking about HCI, before I turn it over to Lauren to introduce herself, Kristi Weissman also came from a shoulder gap. And so, you know, the cool thing about it is when we're hiring this position and we're putting it in development, we're actually, four or three years ago, we're not having any problem with anybody from existing policy groups to now. I think people are really interested in getting to work here. And so to me, that's the United Testament to the broader team. I know what we're going to do. But Lauren, why don't you tell a little bit about yourself? So I'm Lauren Telly. I am former board member. I was appointed to the board of commissioners back in 2020 before the city sort of took over LHA's management and then continued to serve on the advisory board. I initially joined because I lived in Monmont and wanted to get more involved in housing. I worked for the County Attorney's Office as a parent involved, supporting VCHA on their financial closings and other housing related things. I'm not telling you more about the campaign a little bit. And I really wanted to get more involved in housing in the community. And that sort of was the gateway to me becoming a housing developer at the Board of County Housing Authority. So two years later, I found a job as a real estate developer with the Board of County Housing Authority and worked there for two and a half years to help us spoke. So I did a financial closing on it and then turned around and put this actual building, which was very cool. And this entire time serving very closely on board with staff and always regretted. And as they, I watched LHA sort of dig itself out of an inferno and was really impressed. I was impressed from the day that Harold came into our first meeting and was like, here's what we're gonna do. And I remember thinking, wow, I really like that. I want to be part of that. So, you know, it wasn't easy decision to leave doing building because I had fun, but I really enjoy working here. And I really always enjoy this teeth and all the work that we did. So I'm excited to be here. And very passionate about housing, I myself am the recipient of the Board of Housing. My first home purchase was a City of Plumber permanently affordable condo. And I really think that that's what allowed me to be able to step up and own a home here in Longmont and then now in the Louisville. But, you know, housing is probably the most important thing that a person can have in terms of public stability. So, you know, public service for life. And I'm just really happy to be here. Do you guys have any questions for me? Do you have any thoughts on what you want? Any more questions about the craziness? And this is just for the end. Yeah, we're done. Okay, so we're going to go ahead and move on to the resolution for LHA 2024-06, approving the adoption and implementation of the Alistair voucher program and administrative plan. Is anyone going to do... So that's me. That's me. So we did this every year. We update our policies and procedures. And we also update any federal guidelines that have changed. In this plan, there's a lot of changes. And they're all federal changes. They came out with the housing opportunity through modernization at which is hot month. And they implemented it this year, well, last year. And we have to implement it this year. So a lot of the changes in it is just federal. Some of the highlights of hot month is the way that we calculate rents is changing the amount of medical deductions that we give to elderly disabled. And the annual adjusted gross income, how we decide that. So it's not a whole lot of changes, but it's gonna affect some of the tenants negatively. But we work through that. There is two changes that we're suggesting that are not because of the federal changes. One is we've got a minimum rent payment of $50. So if they have zero rent or zero income, they still have to pay $50. And that has caused some issues. If somebody gets behind three months, we have to do somebody run and give you dollars. And so we'd like to change that from $50 to zero. If they don't have any income, they can't, they can't. So we're suggesting that. The other suggestion is. So it's clarifying, in Tracy's case, we're a bit more of a housing authority because when individuals have a voucher, they're trying to place them for landlords. And so we're paying the landlords our component of the rent, which may be everything with the geologists. And we have seen occasions where people would benefit from that, literally over $150. And our PVVs are the same, our project based vouchers that are at the suites or at Paul River, they also have the $50 requirements. So that we're suggesting that that goes down to zero. So listening to Howard for LHU, we covered it with the knowledge. Yes. It'd be hard to get that payment that we made. I think part of it gives us the ability to go to zero. We don't have to go to zero, right? You would if they're, if they're in a cut to zero. If they're in cut to zero, but. A lot of times their income could be so low that they have to pay utilities that it brings it down to zero. Right. So paying the 50. So it's the evaluation that lets us have that option. The other thing that we've seen in terms of working with individuals is, I'm guessing I did a lot of this actually. As individuals, income changes. They need to report both increases in the income and they absolutely should report decreases in income because it lets us re-evaluate it. We've had situations where people have had significant lives events, car accidents, where all of a sudden because of that, they didn't get on unemployment because their accident has not allowed them to work. And there's a period every year with unemployment where then there's a weird lapse. And so we routinely see issues where people can lose, go to zero, midstream and it gives us the ability to work with them. Yeah, and under the hotbed, we now have a hardship if their rent is, let's say $100 and they've got medical problems or they've got some life event that throws them off kilter and they need to, they can file a hardship request and then we can work at each one individually. And another big rent, but lower the rent for a couple of months and look at it on a new individual basis. See, they lower the portion that they are required to pay, but that's a plan or it's so good. It's like, yes, yes, yes. So they can lower their rent during that period of time. The other, excuse me. So what forms do they, I mean, do they, I know they can go into office and say, hey, I've had this tragedy event and I'm not able to pay my rent this month or maybe for six months, is there a form? What is the process? We will develop a form. We're not going to, we had to pick a date that we started implementing hotline, and we picked August 1st. So we will be prepared for these changes from August 1st. And hopefully that would be like a part of this, would that be a part of the system that we're talking about before where if they go into the system and say, you know, I'm requesting blah, blah, blah because of this event and then give me six months or whatever it means, you all improve it throughout the system because I think that instead of them going back and filling out more paperwork and you know, it can be, it can be a lot, you know? Can I do that? So it would be in the individual, it would be, you know, looking at each individual situation. Right. Hold on, this is different. So I think what you're talking about is the CARES program and the grocery tax rebates and all of those issues. Under the definition of the CARES program, as long as an individual needs criteria in other programs, they are technically able to be in the CARES program. So that's more on the city side of the house where I'm working with Jim and Sandy that technically anybody that receives a voucher or lives in an affordable housing property qualifies for the CARES, our CARES program. Now it's a little bit different in that some take village, Just village, the village. Village remain. In our properties, they don't need utility bills. Okay. So as part of our CARES program, they won't get the utility reduction because there's no utility bill. They will get a rebate that we give on the grocery and sales tax fees. And so I'm talking to Jim the other day, we just need to download all the participants and those that live in Longmont and convert that into the CARES system and that's the first way that we're going to go through internally. Man, I've also started talking to Janet County because we do know that a lot of the county residents on HCCU out there actually live here too. And starting a transition of getting people from these programs into the city side of the CARES program. So yes, answered yes. There will be a migration and once you go through your process, where are you going to take it? Okay. That's the main thing. That's what I wanted to make sure. And I understand you still will be requiring some type of form if they need emergency assistance, right? Okay. Tracy, how long do you think the process will take if there's an emergency? Well, if it's an emergency, it will be a high priority. I think I put in that we would make a decision within seven days. And I'll have it in front of me, it could be 10 days, but it's, I think I put in a week, seven days, but it won't be quite what we would make a decision. And they can also, we've built in that they can also after the initial 90 days of whatever we approve, they can ask for additional questions. There was one other thing that besides the rent, or the rent being down to, the minimal rent being down to zero, we also asked for birth certificates at the time of when they come in and apply. And we want to eliminate that. HUD doesn't require that, and it's a burden for a lot of people who get birth certificates. And it opens up national origin fair housing issues. So we've taken that out. Well, we know they alive. So that's all. Yeah, they were born. They were born. Sometimes we might need it for verification of a child, a new child, or upon marriage. But other than that, we're not going to require that. Was that reflected on here on this slide? No, no, that is not on here. OK. So you need the action on this? Yes. So we have a motion to move on. I move that LHAB24-6. Second. OK. It's the resolution of the move by Commissioner McCoy. It's seconded by Commissioner Martin. All in favor, say, aye. Aye. Second. All those pass it to you. Next, so the budget approval for the Briarwood handrail. Yeah, before Molly gets into this one, again, kind of catch everyone up to speed as well. What some of you may not know is that prior to the city taking over operations of the housing authority, there were a number of complaints that were brought forward specifically related to reasonable accommodations. And so HUD began a process of looking into the housing authority at the time. Happy Fed�ller and myself were invited by the Housing Authority Board to come in and be part of the conversation with HUD. And what ended up happening was that the housing authority at that time was put under a voluntary compliance agreement. And so really, that's in layman's terms the first step that they take before they take you to the next level of receivership and other issues, which we've said before. Years two years later, when we were talking to HUD, they were about to call us to do this. So as part of the voluntary compliance agreement, they set out any number of things that we needed to do, of which we've done 99% of them. And the last piece was really the accessibility issues associated with the property. You all in your capacity as the Housing Authority Board and also the capacity of the city council related to the online and all the funding sources and things like that. So we also use the ARPA funds to correct many of the accessibility issues that were listed on the voluntary compliance agreement. I'll say this one, this is part of the corrections. So we completed the list that we've been working with HUD for a year and a half to do an extremely detailed list of every ADA correction and it's actually youth-ass corrections. So it's a higher standard than ADA, especially for the units and the boundaries inside. We've been working with them for a year and a half with a third-party consultant to verify everything, get it accurate, correct, and then we made corrections in that first year and then every year we show them what we've done and voted there in all of the things. It is so detailed that in the original 2019 voluntary compliance agreement, when HUD came out and did their initial one, which prompted them to require it to do it for all properties, it was things like the water fountain at this week was a quarter inch too high. The dumpster at Briardwood is a half inch too high. It is so incredibly detailed. So that's what we've been working on for a year and a half with HUD and our consultant. And as of next week, we will submit all of the final reports to them. Following HUD's erection, we expect them to sign off. That would be the last thing that the last item of the voluntary compliance agreement we can say for a week. In the meantime, we're still actually making corrections too. So now we're in year two of the corrections. So with the CVG funds and the ARPA funds in the last year, we've completed, I think it's about $160,000 worth of capital improvements to the properties. It was primarily concrete work, which the biggest ticket items on the list, which is really helpful, because a lot of the smaller stuff are we can do in-house. But we really needed help to do those big ones. So the biggest improvement made was almost $26,000 ramp at the Briardwood apartments, which is up here behind the old L.I.J. office. It's 1228 main, or Kimbark. I think Briardwood's at Kimbark. Anyway, $26,000 to redo this ramp, because it's a two-level building, and the ramp goes down below grade, and it was a big deal. Now that we have that in, we actually, we didn't do handrails at the time, because we were doing, we've got concrete half walls. But coming in now that we've done that work, now we need an input handrails on top. So we have the same contractor that did the concrete work. He's provided us a quote, you know, several quotes in the courts with policy, but he's ready to do the work. But we cannot give him the go-ahead on contracts because we need a budget for goals from this board because it was not included in the budget. And that really is a front funding for the L.I.J. general fund, because I've got some CDE funds being released. I've got some swaps of funding happening, and I would come in and modify that CBGCB award to accommodate this. So it's more of an approval. Have it be in the general fund for a temporary period of time while we can bring that funding in and reverse. So the total for the handrails is 21,740, but at the same time, there was another newer issue identified with a landing on one of the end of the ramps and this concrete contractor could do that work for us at the same time. I have to still, I have to put this would be subject to an approval of ARCO funding to bring that one in. But what I would like to do for now, because it's something we have to do to get a sign off on it, if we can wrap that in with the budget approval and then we'll come back with a plan for what the grant funding could be. So that one may end up being a cost that we bear. If I cannot get that funding, I'm quite sure I can. I was just not as solid as the handrails. What about the ARCO? Yeah. I've just got to, on the city side, I just want to look at the historians to see where we are. And then you all have given me that direction and this is, it's like a huge interest on this. I've been doing this since I was, so we've got to go through it as far as we can actually. Spots. This is under concrete work. More concrete work. Even though it's $7,800. It's a complex area to work in. So the handrails are 21,740. And the handrails, I know I have the funding for. We just have to make moves and assuming it was all the same as that council groups had an action plan amendment. So there is some steps to be taken and assumptions that things would come forward. But even if those grant funds do not come forward, then we would have to take care of this somehow. And we would just work to find another grant source to bring it in, if these ones don't work out. And that would happen in industry, right? So once this is approved, then how? On the artist side. Okay. For any changes to CBG, we have to send it through council for an action plan amendment. Okay. But there's steps to be taken there. So there are some assumptions here. Either way, LAJ would have to figure out how to pay for this. I have a plan in place that is something that could future council approval. And if not, we would go to a plan B and try to figure it out as well. So the entire request, this time would be $29,540. I have a question. So let me do the consulting. So what exactly is the consultant? He's a civil engineer. And he's a retired civil engineer, started a specific ADA consulting firm. So all of you guys will go around and he works primarily with school districts, doing baby, all of the same work that we do, massive lists of corrections and monitoring that they've been completed to standard. So he was hired after he saw that we needed all of the reasonable accommodations. Well, not for reasonable accommodations, just for the alterations, but HUD required us to hire a third party and factor it as part of the SPA. Yeah, I mean, when you see a half inch here and a half inch here, I mean, when you get it with reasonable accommodation issues and they come in on a voluntary component agreement, they get- They were coming in hard. They come in hard. And that's the piece. And to my point, the UPAC standards are more significant than ADA. And then part of the UPACs that I didn't touch in on actually came in as part of Fall Rivers Project. Because, and again, this was before we set it in, when they did Fall River, they needed- They needed six. Six, eight, five, four. Six, eight, five, four. And they were wrong. And they weren't built correctly. So as a part of some of our other projects, and we look at Chris's moment and some of the others, we also had to agree with HUD that we would add more UPAC units into those other developments to offset what was missed- Aspen took care of. So we have corrected that. I will say it is so clear that HUD was coming down with a heavy, heavy animal in 2019. And we've been working on them since and showing progress, leading deliverables for them. And in our last conversation, when we were confirming exactly what I needed to go into this round of the report, we said we had a more open and frank conversation. And they said, yes, we can allow construction, allowance of a half an inch on certain things. So they were starting to see us be responsive and take it seriously. And they are now being more flexible and realistic and just having more conversations about these items. And that had been there. And so the consultant is looking at all the properties right now. Okay, that's what I wanted to make sure. Because I know how HUD is, so, yeah. Yes, I mean, the good news is, is we're now getting grace. And that was, what, in four years. You got signed in 2020. So it was signed in 2020. We've been working on it for three years and it's just literally been three years. I mean, you all have been part of it. It's just my dummy deal that they had to work on. So they're doing a great job. And that's been really working for 180 degrees from where we were, which is kind of our memory for all of us, I think. I think I know. And so we have a large list for this building since it's built in 1990 and it hasn't really had a major upgrade since. And we have our consultants coming in at every punch walk, which we're gonna get into tour of some of the work that's been done after this. If anybody has time, we're bringing in that consultant to verify at Punch. So everything's a construction that we sign off on. He's saying that it's good. So we'll have this entire property compliant, okay, good instruction. Then you put the popcorn. Popcorn is going. Popcorn is going. Oh, thanks. We can't see, we got some exploratory work going on. Got work going on. That was for us. Okay, so you need us to approve. So do we have a motion to approve the budget for the Briar Work Handrails? I need to approve the budget for the Briar Work Handrails. Second. Okay, so Commissioner Martin had made a motion to approve the budget for the Briar Work Handrails cost and Commissioner Gaborosa. All in favor, say aye. Aye. Opposed? So the motion needs to pass it to the minister. So now on to the interim executive director at Punch. Yeah, one of the things on this that I think I have to talk about, but we're also, the way we're also able to do is actually to hold. So we actually have, hi. Hi. You know, for the first time in the city's history, we actually have a dedicated housing attorney who handles both the LHA legal work and handles that housing work on the city side. And when we really worked on how much we were spending with outside legal counsel, it was insane how much we were running through. We still use some of that on certain evictions just because it's a real nuance, but that was a big win, I think just above the organization to be able to have housing. The second thing is we have some items on this, but we also really appreciate your willingness to accommodate schedules based on what we thought may have happened to say aye in the new meetings. So we're not necessarily planning to go over this. And if you have questions, we'll be happy to answer those. But really allow you to have an opportunity to go through and get the tour of this facility. One of the things that we thought is this was a really good, less boring thing you need to know. One of the things that we really thought about taking advantage of this opportunity in the booth is really to give you a chance to see what recent vacation is all about and why we do it. So as we talked about this building, it was built in 1990. When the housing already purchased it from the private owner, it basically just financed the first amount, not the renovation amount. And so obviously when you walk through the building, you can definitely see the age of the building. And you know, basic as popcorn ceiling to you know, how are you gonna plant on the ground floor and the craters that come along with that and other things. And so this gives you a chance to kind of see the condition of the building before it's completely renovated and then get a chance to see the renovated units and construction and the process that we go through and they can talk to you about the relocation process and how you're having to do the folks to the hotels and other locations. So at this point, I don't have anything else I need to cover or warrant, do you have anything? Well, like, so unless there's any questions on this, you all can adjourn and you can start the tour because we'd also appreciate it. Well, hold on to Mr. Comments. Do we have any to Mr. Comments before we move through? Sorry. Okay, you're fine. I'll go ahead. All those in favor, say aye. Aye. Opposed? So I don't have a kindness for our two people that weren't here. You should be contacted. We'll let them know that we're adjourned. Yeah, we'll, I just need to have them get here and be like, what? What? We can meet as an establishment afterwards. Right across the street. Right across the street. Okay, that's the one. Turn. So. Move who you want to. All right, take the set.