 So, let's start this. I would like to not be called to a lot of my housing authority. Board of Commissioners right in the meeting to order. Can we have a roll call, please? Chair, Joan Patten. Commissioner, Shannon McLean. Commissioner Diane Christ. Tim Hall, assistant city attorney. Harold Dominguez, Interim Executive Director. Sarah D. Public Safety Commissioner. Governor, Regional Manager. Kindergambles Accounting Supervisor. Commissioner Chiquillao. Commissioner Rodriguez. Commissioner Marshall Martin. Commissioner Yolgo Farring. Thank you. That's good. Chris Palma, Program Manager for Covering Housing. Jennifer Jepson, Executive Director of Covering Housing. Get you're here for Public Administration. Yep, they're coming for an item. Oh, for an item. I was going to make a request to move it out. Excuse me. First item on the agenda is the Agenda Revision and Submissions of Documents. The only one I'd ask is that we move the Recovery Café from 5B to 5A. Okay. That way we can get them out here early. Get them out of here. Do you need a motion today? I don't think so. We're now at public invited. No, we need to approve the January 16th meetings. I move January 16th meeting 2024 minutes. Yes. Second. Then moved by Commissioner McCoy, seconded by Commissioner Christ to approve of the January 16th minutes. All those in favor say aye. Aye. All those opposed. That passes unanimously. We are now at public invited to be heard. You have three minutes and please state your name and address. Is there anyone from this group here that would like to be heard? I don't think so. Seeing none, I'll tell you it's public invited to be heard. We are now at Old and New Business. The first item on that is the Recovery Café programming at the Suites. Commissioner, we asked the Recovery Café to come in and present to you all today. As you will recall, they did receive CBG funds looking at a facility. We've been working with them to build a facility adjacent to the Suites. Unfortunately, because of the Li-Tech property, there were issues in terms of the Recovery Café being able to get financing because the ground base was a problem and working at the other investors. And talking with Recovery Café, we continued to proceed with Recovery Café still being involved with providing additional resources to the individuals that live at the Suites, specifically related to recovery. One of the things that we know about the individuals that a number of individuals at the location is that there are individuals that are struggling with recovery and recovery, all I've been talking about is more than just what we think about in terms of the overall recovery. Recovery is a much bigger product definition. And so, I don't want to spill too much of their thunder, but we have since the beginning of the year, we brought Recovery Café out to participate in coffee conversations with me at the Suites, where we introduced them to the residents of the Suites in terms of the services we're going to provide, and they've been working out there. I don't know how many times you are out there now. So I'm going to turn it over to them to talk about what we talked about, where we come from, what we're doing. One of the things that I have decided to do just based on the call volumes that we're seeing currently in course, I'm going to use some city manager contingency because I think we're seeing more interest in this than we are, and so we'll use some of that really to help provide the supply of the group. So if that's where Chris, I'll turn it over to you now. Great. Is this the best spot for us right here? Or do you want us to stand, or...? You come right here in the room. I'm going to stand. Yeah, if anybody's there, you can move around over here. Okay. Well, Chris does a great pose. There's video somewhere of that. Oh no. Thank you so much for having us here today. I'm just going to give you a little overview of Recovery Cafe Longmont just because I'm not sure where everybody sits on knowledge about that. So I'll just bring us all to speed. Recovery Cafe Longmont, we're part of a larger network across the country. So we're one of 60, 65 cafes across the U.S. and we are the only one in Colorado. So what we have discovered is that the cafe is such a unique and special, has such a unique and special flavor that is so different than so many other programs that are offered. We like to say, someone goes to treatment to day 30, to 30-day treatment, where do they go on day 31? So we get to offer a place for people to come and we like to say, this is a place to come and be and so it's a chance for people to come. We offer a fresh meal every time we gather. We gather five days a week. We are in the basement right now of Central Longmont Presbyterian Church. We've been there now for four years and we're coming up on five years actually. And so we're just so grateful to be there, ready to move on out. And so we did the feasibility study at the Suites and determined that was a little bit too much for us. So we're moving forward but one of the things that we said we would do is let's consider some programming at the Suites and take the show on the road. So we're kind of looking at the Suites or we are looking at the Suites as a pilot program. So brick and mortar is expensive and it's tricky and so how do we take these services from not just where we are downtown but to the Suites and beyond and into Boulder County as well. So we are a community of refuge and healing for people who are in recovery. We like to say everyone's in recovery from something so that means everyone is welcome. We typically though work with the population that is at the intersection of housing insecure, substance alcohol use, trauma and mental health. That seems to be where most of our people are coming from. We have a membership model. It's a free membership and we like to, we believe it's important for people of this population to belong to something, to have some ownership. So we ask three things of our members. Number one is they participate in keeping the place, keeping in the life of the community. So we'll ask them to do some jobs around or read our guiding principles. The second thing we ask of them is that they attend a weekly recovery circle. That is an opportunity for a group of up to 12, 10 to 12 people to provide accountability for one another to check in, to see how they're doing their goals. And those are led by our peer support specialists. And then the third thing is, what am I going to say? Oh yes, we need to, we ask that they are substance and alcohol free in this space. If someone comes to the door and they're altered, we may ask them to come back another day just so they're not triggering our members. So it's a pretty simple model. And so the second thing I talked about was recovery circles. So this is what we want to do at the Suites is offer programming. So we'll offer a recovery circle to people at the Suites. And then we want to mimic or, not mimic, but have the cafe in the cafe space there at the Suites. Yeah, so SAMHSA, which is the Substance Abuse and Mental Health Service Administration, we identify four pillars of recovery, like one of the four things that really gets you into sustained long-term recovery. And that's health, home, purpose, and community. And the people at the Suites, and you guys have done a fabulous job of getting that health and home. Those are two very key things. And I think where Recovery Cafe can really help is with purpose and community. So people come in and we have our meals together, we have our recovery circle, and then we do community building activities. And we've been over there twice now, and we still have another one to go, just kind of talking with the community, seeing where they're at and what they'd like to do. And that's been really getting a really good response. We spoke with 20 residents so far, and a lot of them have identified, just feeling kind of lonely or disconnected, but very grateful for where they're at and acknowledged like they've been on a journey. A lot of them run house and really struggling. They have a house and they have a few friends there. So we're hoping to really expand that and offer some classes that can offer recovery capital and also just some fun, right? Just to get to know each other. So when you're walking down the hallways, you know your community and your neighbors. Yeah. So we've been working on this since about January, and Chris has done two listening sessions that he just mentioned. We've got a third one planned. And then our plan is to start weekly on Thursday nights from 4 to 6, 4.30 to 6.30? 4.30 to 6.37. Yeah, 4.30 to 6.30 or 7, starting March 7th and doing that weekly. And then our hope is that if we see some growth, if our recovery circle gets to that 12 mark, then we'll add another night of programming and another circle hopefully. And talking with a lot of the residents there, a lot of them are on their recovery pathways. Maybe you're familiar with harm reduction. They've stopped doing a lot of the things that maybe kept them on the streets or struggling. But they're not quite there yet. So I feel like the population is really ready. When they see us there, they're really happy that we're there and they said, we need something like you here. We've even wanted more recovery specific support. So that's like different groups or 12 steps. And that's, I think, something that we can also help connect with, you know, the recovery community even outside of Recovery Cafe. Are there any questions? Thank you for all your work. It's so needed. And we're very fortunate that you're here. We love it too. It's great. I wanted to bring it in because I think what we're seeing, Sarah and Bruce have been chiming in, this is really part of the work that you all improved in the budget in terms of the conditions and everything that we're doing. Because it's hard for us to ride the manager on. And we know we need to do community building. And so in many cases, what we've found is we've interacted with residents across multiple properties. This is partnering with local organizations to really help us. And the community building really actually will move us to success faster than if we just try to do our own. And so, you know, we partnered with Recovery Cafe, we partnered with the Center for People with Disabilities now. And so the whole point of this is to provide resources to the residents of our properties to help them be more successful in the long term. And it's been interesting to see. I just think when we look at the number of people they've already communicated with, many of those are people who wouldn't necessarily communicate with us. And the work and the partnership has actually put us in a better position in terms of working with DOH and how we're looking at tenant selection now for the suites with as based on the investment that we're putting in, whether it's the city, the housing authority, or community partners in this, they've actually allowed us and we're working on shifting the tenant selection plan. So instead of coming from the state in my own plan, we're actually going to be able to put people from Fort David entry at Boulder County, which many of the folks you may be working with, public safety is working within the report, so it's really allowing us to house individuals in our community that need it so we can continue moving on that journey of becoming out, becoming stable, and then potentially being able to move out at permanent support even to other housing options. So, you know, this is the beginning of it. We've actually started talking if it's successful. We may need to look at other properties because we have the same issues that exist in some of our other housing authority. I have one more thing to you on that note. So all the staff that will be going to the suites all are support specialists. What that means is people with lived experience. So a lot of our staff even have used some of these resources in long mind, right? And so you're getting to speak with someone who's been where you're at and has walked in those shoes. That really helps build connection, build buy-in. Just a great thing. Thank you. Thank you. So I do have a question. So in this, this was in our packet. The program. Your programming. This is what you are planning envisioning for the connection with the suites. No, that's what we start in March. You start in March. So that's what I was wondering. But these are all the steps. So the first hour, second hour cleanup that's all part of your normal process in your other facility. Okay. And this will all be subject to change. Okay. It's such a unique menu compared to what we do now. And so we're just going to have to really play with it and determine how do we stay true to our membership model and do it in a place where everybody's living. That would be fascinating. And that's part of what we brought in with our talking conversation. I wanted them to see the interaction that we have with the residents and to really kind of start getting a sense of the different types of relationships that we have. And that was really good for us to see what the population is and some of the needs and to really realize like, oh, we've got to maybe have more than two people. We're going to have to really make sure we have our peer support specialists ready to go. So we can make this successful. I often wonder how many folks who are already, who are out this week, you know, make the trek over to where your place is in downtown. Yeah. And then, you know, and I think about, you know, anybody who's in crisis, you know, your own fight or flight mode, you're not necessarily have the wherewithal to go find these, yes. Well, and find where you are and what you offer. So I think, you know, it's so key that you are having a presence there. Yeah. Thank you. And that's really what we're hoping to replicate across the county if we can. So thank you for letting us. Yeah. Thank you for making our tester so good. Yes. And why would we want to recreate the wheel? It's already here. We may come back to you all and say, as we were at Lashley Street Station or we look at Spring Creek and Fall River or Osmond Meadows, we may want to say, maybe we do something here at these facilities, but maybe it's not limited just to the people that live there. Maybe we open it up to the broader community. What we're seeing is Sarah can talk about this. There's a lot of interaction between the residents and our housing authority properties and residents in the community. And, you know, something that's sort of been I don't want to be in a position where there's somebody in the community that can give me assistance. Just because you live here. This happened today, one of our favorite people. Is it Vivo? He moved over there and he said, I'm sorry I haven't been here. He's like, it's just so hard for me to get here now. And I ran over to Chris and I said, when we're in the suites, I invite this friend of ours and he's like, I don't think so yet. So, and for obvious reason, we totally understand, but it does, I love that you brought that up because I think the community is integrated not just in the building, but in the house. And we did see a few people who came into the cafe and maybe when they were living over there were coming into the cafe. It's like, you'd be amazed, you know, and speaking about getting people into, you know, long long supportive housing, that's building community right there because people know each other quite well. Thank you. Thank you. Good night. Good night. See ya. Sorry, we can't stay. I wish you well. Just kidding. Thank you so much. Good night. That was great. So now we're on the LHA goals 2023 accomplishments and 2023 more focus areas. So, because we're not yet far enough in our dashboards, you all have this in part of your packet. There we go. So, and I'm not obviously not going to go over every bit of this to come along, but you can see this as we're looking to the future. But I wanted to get some highlights in terms of what you'll see in the accomplishments. So, you know, the first one is we were, Molly and team was able to really work in three federal funding sources. So if you remember, we had the voluntary compliance agreement that was actually created prior to the integration of the city. Many of those were calculated for ADA accessibility of the properties. And so we've completed all of that work based on utilizing CDBG funds, ARPA funds. What was the other funding source? Anyway, there's a third federal funding source and so we're able to do it. We have identified some other projects that we need to make additional improvements on, but we're working to find as I can really be input in certain spaces once we correct the first issue. So really making progress on ADA accessibility issues on all of our property. We sold 615 main, properties were centered for people with disabilities. That was the agreement that, you know, I think the value of that based on what we were seeing perhaps 650,000 we reduced it to 500,000 but then we're going to continue providing services to individuals with disabilities who live in the housing authority properties. We're also going to come in and do some training for residents and just start moving through all of our properties and working with this. And that was important because one of the things that we found as we, you know, were still financially we're making improvements but we also don't have the financial resources to provide a lot of these programs on our homes. So really the augmentation of recovery cafes, center for people with disabilities is really bringing more resources to the residents of our communities. We have restructured some supportive service positions to better serve our residents. So we have a resource specialist and what we found is that the challenges that the resource specialists were dealing with were beyond a resource specialist and what we really needed was clinicians to be on property because you know, Sarah and I have talked with this a lot. When I look at you know, I think you all talked about a pre-session with the library in terms of the types of people what I would say is it's not just the library, that's basically the information that we have these days in terms of the types of individuals that we're working with but when I really look operationally many of the situations that our staff deals with primarily a permanent supportive housing that we see at all of our properties is really more akin to what police deal with on the streets on a regular basis. So as part of the budget we all, we restructured to have a clinician or one physician at the streets at all times and that you all directed the marijuana funding for two other additional clinicians that will help. With all housing authority properties but community issues and so we're getting ready to hire those physicians. Obviously the meth detector Sarah will talk about that. We've worked with a new meth cleaning company to reduce the total cost of meth contamination. We've updated the property tax exemption policy to make LHA ready for income averaging. The Adrian House which is a city on a property the agreement's been complete. It's right right now. We're continuing to make progress on LHTC asset transfer. Spring Creek is almost complete. We were able to bring in exchange of purchased city vehicles so that we could handle snow plowing internally as paying contractors in excess of $200,000 a year to do that. You may hear some complaints we're still working on that in terms of fine tuning it but we're making progress. It seems like every storm would get a little bit better. In terms of the 2024 focus areas looking at LHTC there's a component where in order to keep your tax exempt status they have to accept donations to become a charitable arm. So we're working with the LHTC to become the charitable arm for the Long Park Housing Authority so that people can donate money furniture things like that into LHTC so then we can provide that to individuals who move into our properties and in many cases don't have much beyond whatever their carrying or closing and a couple of other things. We need to try to focus on money though sometimes people have the other stuff that we practically have to go away. So money is always best. Yeah and so obviously we're going to be pretty picky it's kind of like when you look at emergency management the philosophy that's in my head is when you're in emergencies donation management is the second emergency that you always deal with because of that very issue and so we will be very specific and it may be that the group that talked to you all about the retreat on the head there's a partnership there but primarily financial. I talked to Erica and Kendrick one of the things that we found in our citywide community giving campaign is that many of our staff members will tend to give to organizations that are directly related to the mission that we're all trying to accomplish and so next year we'll move LHTC into that donation it meets the tax because it comes from the city then into that and then so that helps us deal with that issue. We're working with Humane Society partnership for low cost behavior training for support animals again not all properties allow animals all properties we have to allow support animals and so we are dealing with animal behavior issues and different properties and so we're working through that training as a component on it we're also going to be working on a home ownership readiness pipeline for project hosting as it's getting ready to come forward so when we think about the residents that live in Aspen Meadows neighborhood which are the town homes off of 21st those are individuals that may be the most likely to be ready for home ownership so we're going to start working on that in addition to all of it and you can see more of this we're still in that development pipeline in terms of the projects getting ready to go so Christmas is going to open up and they may be releasing now they're releasing now I think it will be completely ready by May or June Zinnia is on track to move forward and then we're shooting for a closing on a set of all the property the development agreements by June and that June will start construction on that we're also having some really interesting conversations about 121 Dane and I'll be bringing back to you all in terms of some different opportunities to move on to financial potential ownership so we have all of this ongoing and we also have a lot of development to move in terms of the body housing in our community we have to answer any questions you want I was wondering because you mentioned the animals I had asked you several, several months ago about having Millie and Annie come in and address they are actually at the streets and they're going to do some vaccine clinics there perfect in that conversation I believe they already have one schedule good I guess would it be and I guess this is up to the board to decide would it be helpful if they came in like the recovery cafe and explain what they're doing and why would you be interested in anybody? your name maybe at some point it would be a huge schedule good to have them she really wants to in addition to that so Lisa is also working in Kaiser Permanente where they're coming in and doing programs for the residents at different properties I'm starting to have conversations with UC Health and Elevation we're going to get together in terms of what they can do to come on property and provide some additional more great energies so there's just a lot right now moving in what we're trying to do the Secret Advisory Organization test has been failing to get those that kind of outreach services going for years especially with the United States and is it possible to get the senior center staff moving to this? yeah we will part of what we're trying to figure out is just a meaner it's definition of what we're going to do and similar to what you saw with Recovery Cafe start small, understand it and then see how we can start expanding it but yeah definitely okay Resolution 23404 adopt employee on-site unit occupancy policy so like other housing property management companies LHA has designated units for employees occupancy that are allowed for apartment management agreements benefits of this include fostering positive sense of community with the residents enhancing the safety and security and keeping a close eye on the condition of the properties and proper response to urban needs the proposed establishes rules and expectations for employees living on-site if approved by the board the policy will be in place for new placements in employee units however LHA this currently has staff living on-site so therefore some of the aspects of this policy would require compliance that would not be applied retroactively so our recommendation is adopt the resolution for employee on-site occupancy and the fiscal impacts are not as these units are considered non-revenue and it's already budgeted and approved for management agreements would you like me to go through the actual policy if it is attached I think that we could probably read that ourselves for those through city what's it to be read to them the question part please please so that's great can we have a motion for 2020-20404 I'll move resolution 2020-20404 second Commissioner Hidalgo-Ferring seconded by Commissioner Martin all those in favor all those of those unanimously resolution 2020-20405 which is to adopt the 2023 CMAP certification okay also so I'm covering for Tracy so every year we have to do a section 8 management assessment what that is is management answer these questions and kind of self-serifize themselves and give some points so if we have a policy for a waitlist if the answer is yes then we can give ourselves full points and so there are several questions on the CMAP that she works through and does some testing so she'll test a certain number of files to see if they pass the only one that she came where she couldn't give us full points was the HQS inspections and the three areas that the HQS health, health and safety quality and safety quality and safety so we do that for every unit every 24 months so we go into the unit make sure it meets all the HQS standards because those can change if it doesn't and you get a fail then there's a depending on the type of fail particular turnaround that has to happen what we were finding when she did her testing was that we had a few areas where people had moved out when their annual was due and so then it didn't get done so that kind of gets us scoring wise we had issues where some of the sick at the time of their inspection didn't have to reschedule so we didn't get over them that 24 times period and then the other thing we found was there was permission in our software that allowed our HCP specialists to override it just so they could finish the annual research but what we found is they finished the annual research and then no inspection what gets get over them so we've shut that down they can't do the override anymore so that's at least there's a separate permission for it so we fixed that and one thing that she had to score us lower we're still a high performer and she submitted what you see today to HUD and then we get CAT to approval the auditors will also come in in April and do a bunch of testing but pull a bunch of files and we'll test a bunch of the same things that we've seen out you certify and then yourself they're going to come in and test it and certify as well and if they have any adjustments so what could you have done with the health issues of the inspection that was rescheduled until later is there anything that can prevent of missing that again I can't speak to like what she saw or what she tested but what we did find in the system is that they should be scheduling within the 23rd month so that you have that month gap and so I think what probably was happening was so close to the 24 that if you schedule even peak you would be over the 24 so we put a system 23 so that it actually schedules that on the 23rd month and then she we also found just this week a way to batch those so that she can batch them ahead of time so it's 40 in the system that's ready to go they weren't batching them before they were just kind of doing them on a monthly basis which was unique but we can batch them the year in advance or two years in advance if they've had it that month then we can batch it for that next period and so would that go for the same when someone is moving out as well that I don't know because a lot of the times we get told when the money gets to the landlord and the landlord tells us hey this person moved out so by that time there's that situation going on and so they could be scheduling an annual inspection and they don't even know the individual standard because it's their responsibility to let us know they moved and so if they don't let us move or if they don't tell us then we're kind of there's really no way to take that issue and it happens all the time and I can't tell you how many times we're sending money to landlords and then having to pull it back or having to pay us back because the person's already moved or they're just no longer there would it be a sense I mean a magnitude sending out we're talking about a different issue we average about 10,000 connects and disconnects on utility every year, every month so there's a lot of movement in and out of the broader system generally so if it's happening there we just kind of take the percentages and work it's going to be we know there's a lot of folks that are doing that whether or not they tell us is it different looking at these ratings we've done pretty darn well yeah that's great so we need a motion to move Resolution 202405 can I move 202405 second it's moved by Commissioner McCoy and seconded by Commissioner Yarbrough all those in favor hi it may have been 10,000 a year just under 1,000 on the disconnect there's still a lot of law here been a long day Tim had a look I just could imagine 10% of the entire city moving oh my gosh right it's 10,000 a year, 1,000 a month a lot of movement even about 1,000 a month that's a lot of movement well and I look at the ratings they're receiving now back when we had taken over the housing authority in my first few months on council and it just like how much this organization has changed we should all thank you it's huge yeah we're crossing updates on funding the early child so I wanted to talk to you all if you'll look at a few things I wanted to do so we're getting to D-Day and D-Day is going to be Mayish Jewish in terms of getting the funding and so when you look at so we went to DOH for the transformational affordable housing grant we were requesting 3 million to put a letter of intent that we were told not to apply we asked for 750,000 for where to cause we got it 150,000 we all talked to you all about the ARPA interest income putting 525,000 in there we're still working with both the Colorado Health Foundation and the Longmark Community Foundation we submitted the application so the conversations with the Longmark Community Foundation is they want to do it in terms of loans and that doesn't work with the financing and the building itself so we're still talking to them about that and then we're waiting on the Colorado Health Foundation repending response I think that we hope to have that in April, Maytime frame from the Community Foundation and then we've asked for 300,000 from Boulder County for an accountability tax allocation that is for the distributed energy resources we're going to put there but that helps toward the public cost of the project so we're going to do the early childhood education so we have a lot of requests out there but we're really still just waiting to get answers on that one of the things that we're starting to explore is if we're not able to get the full funding to completely build out the early childhood space can we get enough funding to core and shell the space and then come back in and build the space as we're able to incrementally step into that project and so just want to let you know we're going to continue working to try to find additional funding that we're going to have to maze really that deadline for us in terms of how it impacts the construction so go ahead so what can we as commissioners do should we start writing letters are there people that you think that would be beneficial for us to reach out to yeah if you know people that are in the world of their early childhood world and that may be going to do this you can reach out to them let us know if you're interested in I did actually paint the Stuart Foundation again are late last week and I think there was an interest in the original or we didn't hear from them I was able to talk to Jim Newcomb about this and I think he's interested in it now also because what a lot of people don't know is that property much of that was actually owned by a tower that's the original tower location and so that's why we did this in certain radio stations in Denver and they'll say Denver and Longmore that's because the tower there so there is a connection to Lila on this one so we are I've got to get Jim some information on this and what we can use but it really is just helping us find potential early childhood education center so I noticed that the ARPA interest income of $525,000 this is the interest of our original ARPA dollars so we still have those ARPA dollars this is just the interest we have some of it this is the interest that we've earned because some of those dollars are allocated to other projects and so I'm asking for another time to see what we have available I may come back to the council and say can we push more money into the early childhood are there any other questions or comments on this this is really important yeah very important for what we need and if you remember the reason why we can't put it as part of the project is because that project is not even qualified to the census tract which means you can't put it in the basis of the project under the tax credits if it was in a qualified census tract then you could include it in the basis and you could use some of the tax credits to support it and the reason we're here is because we own the product the property which makes it affordable Susie I liked your commission I liked your ask about what we could do rather than just listening to you all work harder help us find money yes find money it makes you full any other questions or comments on the assent seeing now we're going to move on to the interim executive directors report development updates maybe most of the development updates in terms of where we're sitting we are we probably are getting close to where we want to schedule a tour and I'm seeing it both with the advisory board and this board kind of going through those properties and I haven't even had a chance to go to Brisbane yet other than moving around and I haven't been in it is any other getting ready actually to start putting in a lot of the electrical plumbing work in there we're actually partnering with them we're running an RFP right now for security services there part of what we've seen is that we tried using building attendance and it didn't do what we wanted we know that security is really important for that facility probably more so from the people that not necessarily the people that live there but from the people that the people that live there are challenged with other folks that aren't in the area and so when we talk about things like folks throwing recovery and other issues we know that people are moving around that property that are not the best influences for our residents and so the security is as much from the outside influences as it is from the inside more so because what we're fighting with a lot of the programs we're doing we're better able to manage the problems in terms of the properties now that being said we still see some significant issues and it's not just there we're seeing a lot of properties but we're starting to talk with element properties about assisting in some of the funding this year because it's important that they have security once you start putting in the expensive stuff into the units one of the things that we've seen most apartment construction these days are having to pay for security services during the construction cycle because the amount of theft that we're seeing at all of the properties again oh yeah oh yeah there was an apartment complex that was being built and this was not an affordable this was a market rate complex they lost a year on construction because somebody went in and sold the standpipes for fire service oh my god we have a lot of the units and so death on construction site has really become a significant issue for us and so we're trying to get through the RFP on security to help with construction as any of them make sure we have people there that can monitor that it's not unique to our projects it's every project that's out of your own face across the nation it really is crazy we were even fighting that after commercial fire that people who were in the building until anything copper anything steel you name it and so we're working through that Sara can talk about we're getting ready to finally hopefully implement the cameras which will be part of the solution then obviously ascent is really gearing up to close mid-year start construction on that and that's the one, two, three better units in the building and then we're starting to talk about another project that I'll need to we're having some meetings to understand the different financing structures and what we can do I think it actually is probably better of those for us but I need to meet with our financial advisors to understand the risk and then we'll be bringing that back to you all long term it gives us a lot of options that we wouldn't have under other state programs that are really intriguing to when we do this when we look at the development cycle we're looking at kinders fund balance sheets and we're starting to program and when we need construction to come in and impact fund balance so we can continue to boost fund balance but it gives us the ability to use the funds when we need to pay for security we now have money that we can actually tap into to do that versus before when we are looking all over the place and under the cushions for money to be able to find it we now know that we have a robust fund balance to help us deal with different situations and then also on the development side really try and target a timeline on the lodge and the heart zone and then we can kind of convert out of the 202 program into the voucher program that's probably not going to be 25 I think it's going to be 24 it's probably going to be 25 when we can do that based on the workload I'm going to hit a couple of other points we were able to hire some positions on the housing side so Lauren Sealy who worked for she's actually on the advisory board but who worked for Boulder County housing partners has accepted the assistant director role and then Christy Weisman has accepted the other housing role so we are now pretty well staffed compared to where we were as we're moving forward a lot of changes right now just staffing lies in the housing world every city is now starting to create housing programs and so there is a lot of competition in the positions in terms of the amount of jobs that are being posted for housing and it's pretty comfortable right now I think it's good to have hired the Boulder County housing person because that knowledge that she would bring as to what's going on in the county and it's available in the county it's very very helpful hopefully yeah it's part of understanding the backdrop and what's behind it and so and then as part of that Molly and I participated in conversations with a group on the housing side related to the affordable and attainable housing tax and are starting to throw how we think the money should be divided and really wanting to replicate what we did in flood recovery in terms of how we manage that process and you allocate some based on per capita but then you allocate some based on projects and so I am having some really good conversations with the county staff in terms of how that works so all moving forward and people are cherry picking our staff when they get a chance on the housing side especially but all over the county they kind of hit us like a ton of bricks I mean it was like what's going to happen is when you're really good at working yeah thanks that was good update on operations occupancy report we did have a drop in occupancy a lot of that is based at the suite we did have four locations in January that were executed they were granted in November and December but we were able to have a share execute those so that did cause a drop in occupancy but we do have four pending positions right now waiting position is just to be ready so we can get those people in pretty quickly can I ask a question on the evictions is this new bill if it passes going to be a problem for the Swedes or any of the affordable housing units so probably the good news about not taking the position is it's being amended like crazy right now and so I got the update version at least at where it stands today and there's some really good things that they're starting to change into it and so Sandy and I are scheduled to get together hopefully later this week and bring that back to council but many of the so we had some folks from East Holder Echo these county housing that were well we don't understand it from a different perspective what we were really clearing in is it's the unintended consequences on the broader affordable attainable housing stock that we were concerned with and so preliminary look at many of those things I think are being addressed in terms of you instead of saying you can't evict or you can't adjust the lease or do things they're now saying you can just need to give them 90 days to find a new place to live so they're starting to bridge the unintended consequences that we were seeing they're talking about the quality of life you know what do they call it we have it in lease the quiet enjoyment the property they're starting to bring some of those components into it to really reinforce it but you know operationally where it would have impacted this is that and where it was impacting all of it because it was going to force us to go eviction only versus what we currently do is we negotiate and we need a lot of settlements before we go into eviction and why that's important is because when you go through the eviction process that's now in the room and then people can't find a place to live and that was our worst fear but we will be bringing that back to you but it looks like it's in a better shape but we have to I do have a lingering fear about if you no longer qualify for the deed restriction so like if you're income raises to longer what we do with that which might just be we have to pay so they didn't seem like there was a full funding exemption for that and I don't know if that's the change and that's a conflict with time so you know the state they're trying to say well you need to do this if you no longer qualify financially and if you have project based vouchers on that particular unit or you have tax credit issues then then there's a conflict point and then I don't know that the state can do that overwrite other requirements and that's why I asked that question about that and that's what I was like well I could limit the funding coming in so there's still a lot more work to do on it but they aren't making adjustments don't have really much more updates on that we are moving through some of these meth units we did talk about the meth determination company we found we have our second unit testing right now you typically would have had to rip out drywall and part of the bathroom but we are very hopeful it looks like they will be able to clean it with their system where we don't have to rip out so that unit will be online a lot less than previous it was expensive a lot less especially we had three bids including this new company and they were actually the lowest bid with the lowest turnaround time we didn't have the demolition or replacement for Diane's information can you say once again the amount that it costs to remediate fully remediate remediate give us the highest give us the highest and the lowest that it costs about for a 100 unit we've seen something close to 200 right now yeah I think it was that was that was a while ago I remember those numbers the demolition is 100 you know when you do typical demolition I would say between 120 and 150 you can see it goes as high as 200 and even the planes are like 10 to 20 so and your system is running to about 30 well the unit they're testing right now is a one bedroom typically for a unit testing the same we would have spent 20 to 30,000 on demo they are saying it was the bid with 8,000 just over 8,000 that's why we're doing that that's why we're doing that that on top of this new company so part of it is so you know what you know about remediation and it was really Doug Spite that introduced us to this company because they've been doing it in the Springs and Guadalupe for a long period of time and they use some technology that's part fire, smoke removal bath removal so they've combined this process what we didn't know is a lot of times the companies that were coming in were saying here's the bid but then they were just saying we can't clean it we're going to demo that into the cost this company is like yeah we don't have to do that and we even gave them examples of where people were essentially condemning air conditioners and heaters we've got a spot where we take a plan so it's a a paradigm shift in the market in Northern Colorado they're actually moving they're going to open a location in Long Island so we're testing them so if we find that this works and you don't have to go through all that demolition like the individual that came to Council who had that huge expense we're going to start saying we can't recommend that we can say here's our experience as a housing employee because that really could be a game changer for the naturally occurring affordable entertainment housing that we have but they move in a long run because it's centrally located they're expanding north I just wanted to hear that they were expanding not because they thought wow we've got a great market no no they're there they have an office in Greeley and then they kind of want to give this area in the front range so like Greeley they'll probably take four columns of maybe Loveland we'll take you know probably up to this area and then just have a different model currently pending the re-testing results though if it doesn't work we'll all sign we'll try to find a difference but we'll have fingers crossed with both of those it's even blown that our testing company was amazed at what they could do on a low level unit and as fast as they could turn it around and get it clean and back to us it's saving my staff a lot of work because we're used to getting these units back after just being clean with all the texture and taking off the wall and anything that's what they have to do is reuse all that film and we're getting these units back where we can turn them over in two to three days because the texture's not taken off the walls we don't have to go back in texture paint and everything it's just a touch up paint and light maintenance and get it back on the market so to give you an example it's not only the cost of remediation it's the loss of revenue wow you can't put someone in and some of these have been a year you're good so is that your option you can save people? let's go into the fourth quarter of our account receivables so in September of 2023 we owed about we had about $68,000 on our account receivables of that about $28,000 $27,000 was reduced in December but a lot of that was due to the past two ounces so it's the past two ounces moving through the 30-day 60-day 90-day transition not getting a pre-payment plan and sending them over to the collections and writing them on what I notice on a monthly basis it's random tenants here and there so this tenant in January might not be able to pay so the current tenant balances didn't really fluctuate as much there was $9,000 in September $10,000 in December so it's just it's going to be that fluctuation depending on the evictions happening where tenants are at in the process but there's nothing that's like red flag it's just the evictions take longer and so if the person's not paying you're just accumulating more of those costs to write off we've put about over $400,000 to collections and we have not seen anything from that so I don't know that we ever will but we're kind of monitoring that to see how much administration work that is to send it to collections if nothing's happening on both sides Speaking of evictions I forgot to so in the advisory board you all appointed an advisory board member who's a mediator as well now obviously he doesn't handle anything that's on the housing authority side the one thing that was really interesting that he mentioned to me is rarely do we a big for failure to pay because we're able to work with folks and again the most important thing is keeping people housed and so we work with folks in different ways where we have a mutual rescission and we can't pay what shocked me is he goes when I see the housing authority on the docket because these are significant issues he goes when I see everybody else that's on the docket he goes it's more minor issues and failure to pay so for me that was really reaffirming and the work that we're doing where the rubber meets the road and working with our tenants and to kind of give you a sense of what we're challenged with or what we're trying to think and so when we look just generally at the property what's there I can talk about this the manager is the key to that whether it's a private multi-family property or it's a public affordable your managers will dictate how those properties really function as part of the broader community we're going to think about how we can start talking to folks it was added okay and I think do the fourth quarter in any case as well so I'll just kind of go over some highlights if there's any questions just let me know but what I did try to do was highlight the problem areas our biggest problem area was our vacancies that was the most budget we were on most of our properties and a lot of it's due to either met the units that have been vacant for a very long time there's several of them that are that way we also have issues with getting our 15-60% units housed we've done a lot of calls but it wasn't affordable for the people that were on our waitlist they needed something that was 30 or 40 so and that was ANSA it was one of those big issues is that we couldn't get those ones housed I think this month we had four vacancies for that one so I mean we're already starting the year off with some pretty large vacancies but hopefully we're on the path we don't have anybody on the waitlist we've started outsourcing into the papers and other agencies to say we have these units available and I don't know if you've gotten responses from those who are on it's well in close to a billion before it's just so hard to rent units because we have that floor in the unit that we're working through and insurance things we have units with four appealing and different patches but fewer units are hard to rent so the other things you'll see are insurance costs so you'll have insurance repairs non-insurance repairs because we do have some math units if it was claimed before August 31st then it moves on our old policy which still had the by-product coverage as of September 1st they took our by-product coverage away so we no longer have math coverage so any math units that we're going will be a full cost and most of like if it costs $120,000 to fix a unit it would completely complete our reserve balance for that you know it's so $81,000 a year $81,370 so in some cases where we're already scrapped and it's we met in a neighborhood we're actually partnering with Habitat for Humanity to come in and let us do some of the work because that's cutting the expense down in terms of rebuilding the unit the other area is bad debt you'll see some bad debt expense being pretty high a lot of that is due to math units where you increase your revenue by putting it on the tenant's ledgers to say they owe it but then you're writing it back off so it's kind of a wash but when you don't budget for that high dollar for the units and those friends and there are a few properties that have pretty high legal costs and that's just tenant issues along with evictions evictions are the cost aid you know so those are the key points of the financials if you guys have any questions Screen Creek is the deficit they are all pretty much to look like they're in the deficit that's what kind of happens in December so in December we record depreciation so we record all the non-operating items which include depreciation for their entire portfolio along with adding the accrued interest for all the loans that are on the property that are not really actually getting paid back unless you have cash flow and they're in that cash flow waterfall for close to just kind of how these like-tech properties work and we don't do those till the very year in because it can skew the financials for property managers they may not think they have money but they actually do so it's a lot of the non-operating that gets booked and you'll see probably almost every property looks like they have a net loss but that's just due to those non-operating transactions and so when you all see the budget you see more of the operating budget we're really looking at what we have in mobile to spend versus bringing the depreciation in and that's the tax credit component because that's when the investor gets that value and when it's negative it provides the tax loss for them that's what it provides for the health and safety updates we have vouchers vouchers not listed we have those too so we do have the vouchers if you guys want to know I can do it quick do it quick yeah so this is our two year tool so we're still kind of in the it hasn't crossed over to the two years earlier but what we're looking at is by the end of this year that we're going to have to deplete our vouchers it's about a 412 we ended the year at 426 and the reason we're going to have to reduce is we're gearing up to provide the PBB vouchers for Village Place Village on May we we submit caught up with that so that's kind of where this is at and where this two year tool goes unless HUD gives us more money which we won't find that out until March and if they give us more money then we might be able to voucher out we're at a steam still right now we won't be able to do any vouchering up and we're actually counting on our attrition rate which is we lose anywhere from 3 to 4 vouchers a month and we're counting on that to be able to add all 18 in October for Village on May for the PBBs so if there's something that the commissioners can do for us then we'll bring you back something that may be working on our congressional delegation so maybe talk to HUD about getting us some more funding on the voucher side originally we couldn't do that because our performance is more more the performance now I mean we're riding a lot of fully utilizing the funds within the scope of the two year which is typically an indication to HUD that you need more money and so we'll get you all that information especially for those going to the national cities that are going to meet the congressional delegation is to really kind of talk this up because I think our performance now speaks for itself and we need more money because then as rents go up and we're paying everyone a fine well fair market rents also, that's another reason that builds up to the equation of $100 per unit so as we start to see that it's going to be too regginess but could you make it one page so we could quickly briefly give them that specific survey because he was going for being very brief with his data I asked for the same thing it was effective so this was the first year we actually tapped into our reserves about $150,000 prior years we had contacted him so this is the we definitely vouchered up but now it's like we play a game so we need our reserves is there any specific type of vouchers or does it matter not just the choice of vouchers yes and the more vouchers we increase the more PDVs we can opportunity because it's based on the percentage so we're going to be pretty capped out on PDVs so if any other agencies come to us we might be able to offer PDV vouchers because we're going to be capped unless they give us more vouchers and you know to a certain extent that may be part of the conversation about $50,000 project because we know about 50% of our vouchers are in block choose perfectly $400,000 they have double the funding we do so they have double the vouchers we're at $512,000 and about 50% of the thousand are here so maybe we start talking to the county about getting some of their project without your capacity to help with some of our projects so we'll be bringing that back to you all and I've mentioned it they don't like that idea but my point is I mean if we're incurring if they're here and we're incurring the broader expenses associated with it then I think there needs to be some recognition of that for a long time well are they getting the PDVs to other cities in the county who knows they're using because I don't think they have that many projects they're in a boulder well the county I think the only big project they have is Willowby Corner right now and they're having their own issues and projects and so I think it's just a good conversation yeah it is okay it's alright so we are this close to purchasing our camera equipment we're literally Trace has been out for a little bit so we're waiting for a few things we're going to shore up and we'll be purchasing our camera equipment and we are purchasing I think maybe we mentioned this last time maybe not maybe it's new but we are purchasing two math detectors to put it two of our properties that we know have really good signal strength that will be Village on Maine and the Hearthstone I was out at both properties today and we're getting very good signal strength at both so that is the update from the two and that means we're still really in the testing process like we know they work we want to verify that this is the issue that it be the carrier a connectivity issue um as Harold had mentioned we are moving forward with getting that security contract done we submitted that to procurement today and we should have an answer by the end of the week I would expect so we'll be moving forward with that which will definitely help the other things we're talking about at Zinnia and then to get the cameras there's another piece to that that we're trying to solve under federal curable rules for the video management system but then the security company while they're at the sweets in Zinnia they will have access to the cameras of the other properties so they're going to be managing and looking at those cameras at night so instead of having them physically they're going to be managing overall security of all the properties that's great very beneficial as far as resident updates go it's been the key word as I've been saying this week we had a few well I guess thanks to Lisa talking to MHP quite a bit they definitely stepped up to working more with the residents that weren't seeing significant calls for service on so they're they're coming to the table in about time so we also have that ROI that has been worked on for months by Andy Feaster going out to the hospitals getting the school district like you name it that it's listed on there for an ROI so we can really wrap around these folks that are having significant issues and then lastly Harold had mentioned we briefly talked today about you know what can we do you know and I have to say this and I won't say it because I'm sitting here but the reason we do not see the issues at the management level is because of the managers we have and the quality of the people that are working for LHA across our community I can honestly tell you we've had some significant issues in the last six to six months to a year with having no managers on site because they're it's a very transitory like I've been doing this for a very long time and I end up seeing managers bounce around like oh hey it's good to see you at this place now but they'll not have managers for a year on property and that is cause some other definite issues and these are a huge part of communities having long work so moving forward brainstorming with Dave Kennedy on how we can literally go when we know there's no manager for a significant amount of time and even we'd be more preventative in the fact that if we know we're going to have some absence what can we do you know go into the regional corporate level for some of these folks we don't have these problems when we have a local not necessarily live local but if we have someone in Colorado say they live in Broomfield they own property here in Longmont we cannot see those issues it's these corporate level that cannot maintain their staff so we are wanting to look at that at a more broad level because it's affecting the rest of our community but for LHA we're doing very well a minus one manager but we're going to get back in the game and ensure we have a quality person take over that spot that can handle that work so maybe planning and zoning should not okay any property that does not have a local manager well hey I don't know if you can do that but but I think you know what we're kind of talking about this because what's interesting is when we look at and it's a deviation but it's connected when we look at hotels that we're having problems with or in multifamily units we're having problems with the common denominator is that and so as a council we're going to be we'll probably have a study session on something that deals with hotels that kind of lets us attack that a little bit what Sarah doesn't know is when she left my office I started wondering could we do something similar on multifamily environments based on if we're seeing an excessive number of calls for service in terms of is there something that we can do there that can put more emphasis on the owners to start engaging on the problem versus it just being a public safety response or whatever it is and so which oh my gosh then I mean the amount of combinations right now that CODE has around our communities is huge so it would definitely talk about staff if you think about the issue that we're talking about it exists all over yeah I think that I may miss this but we all got a part of our balance closing with a big confidential cost and then what happened we have not so we have not heard I'm working very closely with Barrel Super 8 and Lamp Liner and we have not heard back from Barrel I do know that the owner is he got his own I can't remember the term but help me out here the certified hygienist thank you I guess his son is in a restoration business so he and his son are working on it and code enforcement or public safety have heard back from John we're expecting to hear back it's still fenced off so one of their employees who was either I can't remember he was either a security guard for Barrel and yes no we're talking later so no news on Barrel no news a lot of people care about those and keep asking so we want to make sure that the parentheses have been dropped before those before any I mean we go through the same thing before you can reoccupy any of these facilities it has to be okay but over counting health we've had to retest and retest so any other questions for me well I guess just close my parenthesis so that the answer is we don't know anything because it was confidential that they were closed for health reasons it was posted publicly it was posted publicly by boulder county health boulder county health is really the entity that condemns we as a partnership we're paying post the combination but boulder county health is the one that controls that side of it is that the end of our questions we have a lot that I can't see so do we have any commissioners comments we'll move to adjourn we'll move by commissioners before we adjourn seconded by commissioners martin all those in favor bye what do you do did you see the page now