 All right, it's 902. Let's get started. Are you ready to roll call? Yes. We have Tom and Eve. Yep. Partly Ensortment. Yes. Lauren Sully. Here. Jane Christopher. Here. Jerry Snow. Here. Glenn Hucker. Here. Jenna Reed. Here. Wally O'Donnell. Here. Lisa Yalena. Here. Tracy D. Francisco. Here. Here. The approval of the minutes from December 13, 2022. I have a motion. Well, I'll take the motion. I think it must not hit me. I think it's not sex. All right, so we have a motion and a second to approve the minutes. Any discussion? All right. All those in favor say aye. Aye. All those in favor say name. Any objections? No. All right, motion passes. I'm going to call in a number three. My favorite public man to be heard. Everybody present. Hello. Number four, organizational updates. They, uh, just me. Well, we want to, let's do, let's go through internet. Yeah, let's do that now. It was looking for the, 34C. Yeah. Oh, let's move to 4C. Yeah. Yeah. So, um, let's just go around the table with introductions. My name is Tom D. I am the current board chair. Uh, I'm Gene Christopher. I am, uh, I've been on this board for almost five years now. Um, and I'm also a representative of the residents. I try to be. Okay. Can I confirm it? Yeah. Do you just do a brief back with your background? Yeah. I'll just take a second about that afterwards. So I work for, I work for CU, um, as an accounting director. Um, on the CPA. Um, I've been on the board now for three years. Yeah. Um, at Mon Mon before, uh, all CT. I already did. Yeah. Okay. Um, our late tournament, I've been on the board now. This has been on three years. And ever since I've been on, it was always on Zoom. So, um, I've lived in Mon Mon five years, lived here originally back a long time ago. Um, and I paid for, it's not like sitting where I was program manager for the aging of the health services. I'm tracing in Francisco. And we're, um, I work in the city of Mon Mon Bay. It's confusing. I'm the housing compliance manager. I'm the original manager for Mon Mon Health authority. I oversee the nine, um, property properties. And the two commercial properties. My name is Lauren Selly. Um, I've been on the board for three years. Tom and Arlene and I started at the same time. Um, I have a background in the legal field. I was terrible for the last night. Um, I worked for a holder telling housing authority now as a senior housing developer. I've worked for a holder 10 years. Um, I do not currently live in Mon Mon, but I used to live in Mon Mon. I lived here twice already originally from Florida. Um, and out of all the places I've lived, which is Mon Mon's older now, Mon Mon is the home. Basically my home is the community I identify the most with and have probably been involved in the most. My office out of this Mon Mon, which is next to one of our properties, which is a large place downtown. And, um, so I'm still very much connected with the community in case you're wondering why someone from Mon Mon is here. It is allowed. I'm Jenna Reed. I've been working for Mon Mon since she raised my kids here at Ken College in Mon Mon. I've launched as a senior here. Um, my background, I manage, we have 25 floors in Mon Mon. My secretary is Jenna. It's like you're here. Yeah. After most months. I am the housing director for the city of Longmont. And the housing, thank you. The housing authority is, the staff is housed in that division. So I, in terms of LHA, I don't have a formal title, but I am a catch-all for everything, miscellaneous that doesn't necessarily fit into properties or voucher program. Um, and so I assist Harold on a lot of the, either escalated issues or, and Harold will be here shortly. He's the executive director, the executive director of the housing authority and the city. I'm also new. My name is Carrie. Over 10 years I've been doing some stuff in the state as a prosecutor and also doing, so, you know, so much of it's not fun, a little bit. I might as well not move to here just because we just really loved it. We lived all around the federal range. We thought we'd end up in the deadline, but didn't happen. We visited Longmont a lot of times and just fell in love with it. It's just an amazing thing. So I just wanted to get more and more involved in that. So I've already worked for a police department for 24 years. It's been working in the housing industry for about 13 years. Um, running our crime-free housing programs and we'll be very familiar with that. Um, and I've been working with LHA since 2010. Pretty much when crime-free started. She's taken on a role from the city side and really helping us build partnerships and expand. Sorry. I mean, I think, uh, just having that relationship definitely builds in. And I think there's opportunity to become more robust within public safety and the other things that Harold and Molly and I talked about with LHA and city partners and nonprofits to start dealing with her now on the board or is it more of a partnership she's on? She's a... Yeah, okay, okay. Executive assistant board, it's office, so, um, it's just Harold and the executive director. I've got a few sort of questions that you have for us. If I'm bored, feel free to... What else business? And I also do business. I coordinate all the business. Anything else involved with or... Yeah. So, in terms of orientation, um, so, there, I met with the city clerk's office yesterday who manages the city boards and granted LHA is a little bit of a... an odd, um, a little bit different than traditional city boards. If you serve, um, to advise the LHA board of commissioners, not necessarily city camps, even if they're the same people. Um, so, I asked what their orientation process is and I'm not sure if anybody's heard from them yet, but they are planning on setting up orientation for all the new board members, so that will be coming. And then in the meantime, I've got some resources from them that I can get to you all and they're really about, um, what it really means to be the Open Records Act in Colorado, the Sunshine Law, what an open meeting is supposed to entail, um, and then the Roberts Rules of Parliamentary Procedure, which is when you see the motioning and everything, if you're not familiar, that's where that's all based out of and there's some guide for that, what that's about. So, um, for today, we'll just kind of follow along with elect Tom Lee, the procedure, and then, um, I'll be able to provide that to you just to review. Um, is email okay contact for everybody? The thing we should put together, email us if we don't have it already, um, and then I'll get that stuff out that way. There's a video, the ethics section of the video is what they said to pay the most attention to, at least from the very start. Um, so we'll be sending that out. I think you could go on and on about them and I don't want to spend too much time today. We have a lot of other things, but what we do want to spend time on with you is in orientation today. Okay. So, I don't, when I got it up here, so I'll pass those around. These were not in your packet, since they were still in development. But this is revised. Oh, these are revised. Um, they're just out of the couple of details about that. This is how it's covered. And sometimes I'm touching up to Eric. He even got some little lines out. Thank you. Okay. So I'm just going to open it up here and I'm hoping we can do, um, I'm going to turn it over for the community so he can give kind of an intro to what properties we manage. And then, um, we've got the, a list of, um, common acronyms that, you know, no, they are not alphabetical at this time. They're more in order of, like, how they read it. So those are here. And, um, I think we'll do a little voucher program intro at the end to even though the voucher program is not this. I mean, the definitions cover it. But, okay, so, uh, you can see here is our, our mission and vision. We really want to be the resource for housing, low and moderate income families in Lama. Um, and household disabilities. So we really want to be the leader in the industry. We have other providers in our community that we seek to partner with and together, um, do the best work we can do and provide the most housing opportunity that we can provide for residents indeed in our community. Um, so, we really want to give a little bit of a background. You can, you can browse this top section of your ledger, but I want to give a little bit of background on why the city and LHA are so jointly tied. Um, so, in years past, the LHA was established in the 70s. And then, it is a quasi-governmental organization. And in about 2019, we've always, the city and LHA have partnered together forever. Um, for hundreds, I'm sorry, funding opportunities or just going over issues together. Um, there was plenty of history there as partners. And then in 2019, LHA board, um, which was not the city council at the time, was a separately appointed board, um, reached out to the city asking for greater partnership to help fix some issues. There was um, financial stability issues. I see you're kind of, you're probably going to check out this conversation. Um, and just get over, why issues, turn over leadership, turn over staff. Um, so they reached out to the city to help. And in that process, we figured out how many affinities the city and the LHA have and how much, how much work we could bring together to make it the operation so much better. For example, partnering with public safety, but that's really a huge part of it. Um, I'm giving a little LHA background. Very interesting. Sorry, I had to put some kids' car. Oh my goodness. So there were so many affinities that coming together made so much sense to help get the housing authority on a good financially sound. Help with some of the HUD compliance requirements that really needed a lot of work to get over that hump. Um, and help figure out an organizational culture that would promote retention and just a positive positive place to be. So any comments from you basically I've just introduced why the city and LHA are working together and how beneficial it's been for the operations of LHA. Could you talk about the necessity of why it happened? In very basic terms. MyAmp's help, staff turnover help, financial stability help. That was all part of it. Genesis really started um actually probably more 10 years in the making when everything in college started in terms of financials. The revenue model for the housing authority was really built on development and using the development revenue to bolster the operational revenue and then they got behind the development so then the revenue picture started looking pretty bleak always talked about all of that and then everything culminated with for those of you who are I don't know how long you walked in and long about there was an issue actually that occurred here of which involved the housing authority in the city and it was when they utilized the city's K-9 units to come in and exercise the then led to um obviously a lot of media coverage on channel 9 um and um violated the rules in terms of posting how you approach it and so interestingly enough on that at that time Gene you may have been on the board so much I came on right after Gene came on right after um interestingly enough the city and the housing authority were not on the same page in terms of how we were going to handle this issue and um so it turned into a bit of a battle between the two of us and um and so our approach as the city was um our officers that were doing this were not properly informed by the housing authority staff in terms of what they could do not minimize our impact as well they also then raised it to their chain of doing it and so we went into um uh settlement negotiations with the floor loss that was overcome we just said look we messed this up um and um ACLU ACLU we want to start talking to you about so uh we settled pretty quickly if you all were here you may have seen my partner and myself talking about this issue we just own our mistake um settle with them and then after a while the housing authority settled so they kind of keep going um picture gets out of the staff now Gene is on the board at this time I think um where they were recognizing to talk new stories and what it's called and the housing authority director was in a picture of what he did with the picture going on and it got out and so at that point the housing was the mayor at the time in fact um and the leadership these mayor boards was like he got it and so everything shifted dramatically and so then they brought in the feet from London sort of a bridge stabilized it I don't think anyone had a full idea of what was going on Jillian then came in and I'm giving you this detail because it really explains kind of what we had to go through in terms of stabilizing it so Jillian comes in as the executive director um really struggles to have the staff he's been hitting um it's anyways just looking for another job the board kind of comes to this and starts talking because at that point from an organizational perspective um I call it a death spiral that's kind of what we were at is a death spiral and uh and so eventually we start working on it and at that point it was Karen Rudd Kathy Fedler myself initially starting on this um we then started bringing in about 15 20 people from the city to try to bolster what's going on in the capacities I just want to add just that story of why there was like no separation to these so there were a lot of violations but not that people would be very happy to do that based on their religious balances we didn't have to stop capacity at LHA so we we averaged on all of the audits anywhere from 7 to 15 by each on every audit um so we started digging into this and to be frank and I said this publicly before when we were in this meeting I don't think any of us really wanted to do this um just because we very quickly started getting a sense of the word but we realized we had to do it um and failure wasn't an option and that's kind of how we all then approached it it's like we can't fail failure's not an option we have to do it um so then they originally contract where they put me on the board with you all as an operating executive board member and that was kind of confusing um and so we've gone through multiple phases of what we do eventually shifting into where the city council gives the housing authority board similar to Boulder County um we flipped you all into the advisory board which I think is incredibly important because what the council has on their plate it's too hard to really do what we do because there is a a really direct link in terms of how we work with you all how you all work with the residents um you also can now look at the four board members that have been here they've been incredibly supportive of helping us through things you know I can talk about Tom and the work that he's done on the reviewing the auditor and being part of that uh Lord obviously has a lot of experience talks to Molly about development projects and then Jean and Arlene helping to support the residents of what we're trying to do there so we this really is a partnership with the staff on the board because no one group can do this um we found a tremendous amount of financial issues basically they were under staff and I'm going to go into a little more detail to kind of try to give you a sense of where we're coming from and I apologize this has been a bad start to the new year daughter got a confession something out of work so so it's just not a good start to the new year um but um so anyway um financially what we've been really completely realized was um the development cycle got off and when the development cycle got off they completely ruined their financial picture when we step in we're getting into the re-sindication of the past and those departments and um literally the first thing that hit us in that is that the equity investor that was supposed to be involved in the re-sindication dropped out and so one of the first things that we had to do so that project was like 95% all we had to do was close it this was all in 2020 this was in 2020 yeah and time but it's for me on this one but so the equity investor left so literally one of the first things that Kathy and I did where they were going to do the conjunction with Sarah Batt or Bob but um Liz Stark she's our financial consultant that does all of our work when we go and issue tax credits but he just she started getting people involved in this trying to salvage the project and get an equity investor hit and and so what we realized when you look at it in general um they were spending around $175,000 on their executive director they were spending about $100,000 to $115,000 on their chief financial officer so you just look at those two numbers um and then you look at what was happening in terms of the staffing how much they were paying their property managers how much they actually had to be maintenance and fill maintenance and what they had to do um accounting so they can have robust accounting positions in for separation of duties so when we came in we were like alright we've got to eliminate these other level positions we've got to bolster those and then we started looking at what the city could do so then what they were paying for IT support which wasn't working so the city came in and we took over IT all the back office functions so information technology purchasing everything that you would see in there um with the money that we were able to save we've now created an accounting supervisor um accounting supervisor um and that's Kinder Daniels um an accountant and an accounting technician which the organization has ever had that robust of a financial backbone to it ever um and so and that is completely separate that is actually overseen by um ultimately the city's chief financial officer and our um as director of accounting or something like that so that's completely separate uh we then went in and started benchmarking um all of the positions and really looking at how we're going to structure it and structure it by bringing Lisa in initially as more of a regional property manager um and then it took us about a year to to really hire everyone in place that we needed from the very beginning Sarah's been with us in terms of helping us try to stabilize everything in public safety um what Molly even Lisa is even before then Sarah and I were talking occasionally about the housing authority and the lack of engagement that they would have with Sarah and Lisa when they were bringing the issue forward and so Jean the confusion was going on after the incident here um um all of the LHA staff was told not to do anything related to accounting for it it was I was out yeah which is incredibly important because um they get to get to operation what we saw so we were dealing with the death spiral financially where the organization was coming um there was not a number of the staff needed to really support the facilities um and frankly none of us had ever done this before other than just taking management principles and understanding what we've done on housing and so very quickly we started um bringing in people who had done this we did a report with Betsy Martins who used to run older housing partners really gave us a good check off of what we needed to do and so we started working um the thing that I told both this board um it's probably going to be about five years before we're in only where we're doing development work this is really more of a testament to the work that people like Karen and Kathy and Molly and Lisa and all the staff did about a year into we started seeing the light at the end of the tunnel and so we made the decision that yeah let's go ahead and start going on development we had one come forward and very quickly we were in where we are today is um within the first year of taking over the financials we went down to three to five findings interestingly enough we had already made the corrections but because we were already in gear those findings still had to stick the last audit that we went through in terms of the LHA audit we had zero findings um we had one finding on the LHC audit and and that was already fixed but that was the one that was lagging on us because we wanted to deal with LHA um the relationship with HUD isn't addressed for a place than it was uh we just went through the big audit on the launch of our stone because they're a 202 property uh when we went through the debrief on the audit the guy said it is like kind of different um and he said you're going to get a satisfactory he goes from above back because that will bring the attention of the C because rarely have they ever seen anyone make that drastic improvement um unsatisfactory too I think it's above above satisfactory unsatisfactory and um and so we did get satisfactory um but it was interesting we've had some conversations with HUD on other issues and what we found out is they were about to come to the city and discuss the beautiful even before the board did I just want to add at this time too there a relationship between the city and LHA was very contentious given what happened and for reasons that I wasn't aware of because at the time I had worked for the housing authority um I was just trying to be on the board because I lived here in housing and there was a lot of distrust between the housing authority and the LHA housing authority at some time that juju and blood there a little bit I just think he was being spied on Are you joining me? Yeah Yes we are Yeah the the acting chairperson at the time was like why are you interested in this did they plant you here and I was like I push the game I have no I have no say so having the relationships be fixed and I mean there is a much better place to work and it's been awesome totally totally because working under that mess and um you caught me on you know I was still you know a nervous cat um but it was like cats fight you know for about a good six months it was terrible um and like like you said it was distrust everywhere um that um having having the city come in um and and get it straight out so quickly so quickly um and because the skills are with the city and and and I'll add this we've got skills now on additional skills on the board that we're excited about with all of you all the new people it's it's it's phenomenal but it has been more than a heck of a struggle and I was so delighted a few months back when you when we brought Sarah on um to see that happen again you didn't know that it it you know no so we were we had to pull it out of all of the um crime free and nothing to do with the incident here and I none at all it was I didn't know anything about it it was that that's the other thing one of the things and I was trying to get to this point Harold mentioned when we were talking about going under the city one of the things that really really excited me was Harold stressing transparency it's like yeah we're going to have we're going to have problems but we need to bring out the problem and solve this not bring out the problem and remove somebody let's bring it out and let's resolve it and that approach has it gets banged on it by the buildings honestly it gets banged on it's beautiful and I'm just I want to comment but if any of you understand I can get much more um approachable but it's working so so yeah so so then we started really understanding what was going on on the properties and um this is not the conversation of the majority but accountability was lacking in all of our properties and so we were seeing issues of drug use we were seeing significant behavior issues um and we got kind of caught because um think about when we took over what we were doing then we were crazy especially in this world because you couldn't do evictions and everything else so um unless they were um uh significant evictions that threatened the life the health safety of the residents and we actually did in COVID because of those issues um but where we ended up in once we started coming out of about every Friday at least it was important um with dealing with evictions and managing these issues and so um the best example that I can give you is when we took over this um facility here was probably averaging about 15 1520 calls for service at middle and and so we're down to 1 or 2 2 3 in the water and so in terms of the the livability for the residents which is at the forefront of our minds is every resident our obligation is to provide a safe home place for people to live and unfortunately you have to bring accountability in this and you do have to big people but if you don't do it it's going to be chaos and um and this has probably been from a staff perspective and this is the center of property managers uh the most significant turnaround we're now able to and what we've done so basically the city contract is from the beginning and then they uh it's about 120,000 dollars um I'm going to cover some of them all these times some of my time and and the accounting and the IT work to put in perspective what we're able to do with the economy scale is basically hire all the financial staff um hire more property managers um and more maintenance individuals can actually pay market rates for the staff so we're benchmarking the staffs now from a market basis like the city and that's actually also changed the applicant profile in terms of what we're getting in and so um for a hundred grand I think what we've been able to do is leverage about 300,000 in terms of spinning that off into really putting the positions and building the positions where the rubber meets the road and serving the residents of these communities and so that's a little bit more detail than all I gave you all but I think detail that was necessary in this budget because we're using so much of Sarah um we actually put a police officer into the position I think it was a step to the police officer so that we can contract with Sarah and reach more actively engaged in what we're doing and tying that to crime 3 and so Sarah will now be at all of these meetings she'll be at all the housing uh board meetings and really working with they work already together I just felt bad that I was taking so much time from police work to do this so we funded it and to give you a sense of how it works it's not uncommon on a shooting where we have an issue uh where we have one where um probably should have involved with protective services for the son that ran his mom out of a house I mean literally at the 730 we're on the phone she's coordinating police we're coordinating and how to get the son out of there um and it all worked out but that's kind of the nature of the work we do up to including the man passing meadows Lisa's in New York Lisa's texting me Sarah's texting me I go out and our interface with the commander and we're able to use our cameras to then help do some things and so it is a complete symbiotic relationship with the housing authority in the city and it really is starting to show the results that I don't think people have thought of though that's fine so to kind of summarize one of the LHDC the Longmont Housing Development Corporation is a non-profit arm essentially of the LHA because and they were put into place because when it comes to development if you have your 501c3 report you are able to get um access to funds and and do certain things financially on the development side of all of this but they do own some of the LHA properties still LHA properties broad umbrella um they are actually winding down and they're we're working on transferring all those assets over to the LHA and then we'll be thinking about a different method to to still access some of that funding over time but it's over time but there is a second board that does sort of the LHA Well part of it was many many years ago um had frowned upon housing authorities developing projects in addition what we found out is the community didn't want the housing authority to develop projects and we're going back three years ago so the high roles most housing is very low there's registered um had frowned on that a few years ago probably about 15 years ago and so we can now do the same thing but the development corporation did and what Betsy reviewed it um and we were looking at the financial strength of an organization it made sense to bring those together and the LHTC board here we're not doing anything we're just and so they were paying it's sort of been the same people for many many years and they were like we're tired we're tired and so then that's only started the competition too Part of that kind of just the modernization of public housing and going from what the stereotypical version of it that was coming out to the more modern uh more integrated diverse housing stock you know all of the ways that people try to make public housing more integrated you know rather than what you think of what was built in that time um so I wanted to touch on since the city partnered since 2020 really what have we accomplished um and Harold basically hit everything and I'm just going to summarize staff stabilization financial stabilization appliance stabilization with our HUD findings and we were audited up the wazoo on every property but every funding source um really getting that stuff in order with all part of that stabilization piece we feel like we've gotten there it's kind of it's a constant we're still finding full things to fix but overall what that has done is change swap I should say flip the head LHA's reputation and the community and the partners and that was critical because now we are getting that's being recognized people are coming to us asking the partner um and we've been able to quicker than we anticipated start getting into that development realm and at the same time when the city was granted all of the American Rescue Plan Act funding and the city council decided to dedicate a large chunk of that to affordable housing and because of the partnership still a bunch of that funding is dedicated to projects that will benefit LHA. So now we have the wave of development, plus we have more homes coming to us than we can even juggle. So development is a huge arm right now, and that's something that's really critical to the future years of operations for LHA. And the voucher program is, these are like the three pillars that I kind of think of, what's serving LHA in terms of finances and our mission, development, the voucher program and the properties. So that's really the key tenements there. So we're all here to serve low-income residents in a way that is safe, secure, brings a positive quality of life to these communities in which they live, supports getting our people out into private housing with their voucher programs, and being that all in compliance and safe with all of the things together. So that's what somebody speaks about, the evictions. We never want to evict anybody, and we have put in place a process to go through every possible way that we can support the residents before we get there. We don't just jump to eviction because we also, we're the city. We understand that if somebody is evicted from an LHA property, if they don't have anywhere else to go, then we still are, they're still in our realm of influence. We are still serving them on their unhoused. That is still a city, part of the city's mission as well. So it's not taken lightly. There was a way because of COVID and the behavioral issues that exacerbated because of that, but I just want to make sure everyone knows that we have, sometimes you have to make tough decisions to make sure the rest of the community is safe and secure and has a good quality of life. So a couple things I thought about while we were talking. So in the development kitchen we were quick when we were ready for bail though. So we're under construction now. That is an 85-unit partnership that we did with MGL. The housing authority invested in person in one. That was one that we had untangled. So when they eventually were going to do it, they were just going to be a straightforward investment. Then we had the yard funds and they used that. That actually impacted the development partner where they lost money in that deal. And so there was a plan to build the second one. They weren't going to go forward with that plan with their housing authority as it existed. When we took over, they came in. That was the first one that they pulled the trigger on for the year. And they said, we're going to do it with you all. We basically restructured both the Christmas 1 contract and the Christmas 2 contract. And then the date for the Christmas 1 and 2 were turned over. So we'll be able to manage all the responsibilities. When it comes to money, it's been two years. We've brought it down to a layer of five. It's incredibly important because we need the revenue from the operational side. We'll close the LHA fund. But then in terms of how we fund the Christmas 2, once they start housing it, we're going to shift to what? The revenue split of which we're getting 75% of the revenues we need after they satisfy all their requirements, which is another desire in terms of both the financial stability of that project. So that's going forward. And so that's under construction. We got tax credits awarded for ZINIA, which is the project just across the working line here. That's going to be another fully supported. I'm probably giving her a little bit of a break here. But I want you to base, I want to base on all of this so you can care. So we will probably close April-May on that project and go into construction this summer. That is 55 fully supported units. 30% AMI below. And we're working operationally on the economy's scale of the facilities so that we can do this project. We just went out for an hour of, oh, so ZINIA here. So one of the things that we know that's occurring here is that we typically deal with a population of 30% AMI below the public fully supported services simply because there is a higher need for things like mental health services, recovery services and things like that. So one of the things we were able to do with some of the public life is we're working right now with Recovery Cafe, which is a non-profit town that really works for people with recovery services. On the east side of this building, looking at a spot where you can do a ground lease with them so that they can build their facility so they can operate their Recovery Cafe there. But it's adjacent to these properties of which we now need those recovery services. And so we're developing that. And then the LHDC owned a property on North over in 17th. So if you're familiar with where the launch of our store is in Walgreens, there's a vacant lot there. We just did an RFP for a development partner on that. And we are starting the process in terms of really figuring out what we need to do. On the development side historically, the developer corporation in the housing authority only wanted to build a restricted unit. So we only have one non-age restricted unit in our portfolio, which is a half-permanent property. And what we know is that there's a tremendous need for non-age restricted affordable housing units in our community. So as we look at development moving forward, that is really a kind of that is what we're focusing on. And so what we're looking at on North over is really a different approach in terms of looking at what we can do in order to do this later. So it's really a family oriented housing that brings a mixed use from not as you would think in terms of commercial services there. But how do we bring more residential services there? And how do we bring more city services there? So is there a way to build daycare? That's because we know daycare is a tremendous need for individuals in affordable housing. How do we bring potentially space for our youth services, youth services, library, right center to having residents in the facility? And so we're exploring all of that, obviously the financials. We're on the front end of the project and then tomorrow is pulling about the interest now coming to us. It's like Shark Tank. People have ever watched Shark Tank in terms of the number of opportunities that are now coming to us in terms of partnerships. We've got about six, five or six that we're assessing right now. It could be someone that has a rental housing project that they were going to look at to do a more market rate. But because of the interest rates today and everything else, they can't finance it. So now they're going, oh, we may want to take it into the like that world where you are interested in partnering with us. And so it could be as basic as they want to partner with us as a special limited partner so they can get a tax exemption. And that's pretty easy. It can be as complex as they want to partner with us on tax credits and then we want the operational components. And so you're just going to form a negotiation trying to deal with this. You know, literally we have two or three that we're pretty promising. We have another one just over the New Year's holiday. So we're really just evaluating these and it's turning into a point where we're taking the best of these. We're not stuck with who came in before. It was like, well, who's there? Who's partner with us? Now we can be really selective in terms of what we're going to bring forward in terms of what we're doing. So I'd say that's the orientation to the LAK and where we are. We did want to talk about the properties. Yeah. We want to just give a brief intro to what properties we currently have. On your sheet, you'll have a resupply of each of the properties. So we're asking those senior apartments, which is 50 units, one or two bedrooms for those 62 and older. That was the project that was recently needed in 2021. So remodel, do flooring, do appliances, so the base looks inside and outside on that property. And then it shows all the studies that are associated with that. With that recidivation, it became an LHA owned property. We have directly next door, we have Asimodo's neighborhood, which is the 28 family townhouses, two, three, four bedrooms. And that is the LHA owned property. We have prior window apartments that is adjacent to Veterans Community Project. We own that building as well, but we have 10 studio units. And that's LHA owned. All rivers, 60 units with 42 new bedrooms for those 62 and older. It has multiple, the multitude of multiple settings there. And a lot of the arcs are very similar. They're both 60 units, one bedroom apartments. For those 62 and older, and they are both run into the HUD traffic. Spraybury, another 60 units, and that's a temporary village, one or two bedrooms. And those are for 55 and over. Those are only property, but it's not as 62 and over for seniors. We have a suite where we're at right now. We have 82 units here with studios, one bedroom, and then we have two bedroom units. We also have a manager's unit on site, and this is an LHA owned property. Village Place Apartments, which is the 72 units are from Main Street Studios, one bedroom and two bedrooms. 62 and older. That is current. We had LHBC owned property. It's going to go to recidivation in 2024. And that will become an LHA owned property. And then we have two commercial properties, which is the 650 Main, which is right next door to Village Place. That is currently rented by Center for People with Disabilities. And they are a month-to-month lease because they are looking to purchase that building from LHA. And then we have one or two to Main Street, not Kilbark, sorry. That used to be the old LHA offices. This is now housed by Veterans Community Project, and we have a lease with them through April 2024. Yeah, just to give you a sense on kind of the opportunity. So, are you all familiar with the Veterans Community Project? So, that is a group that's already in Kansas City. And they focus on assisting providing housing for our house veterans. Their model is a little bit different than those veterans' programs because their philosophy is that whether or not you are arm-learned is if you serve the country at any point, our model is where you are to serve you. They actually were introduced to us via a development proposal that went before the city. So, the development had an outbreak development which is an area of my target and a big area of my target in a few books. They brought them in. From that development, you have eight, 26 tiny dogs that will be dedicated to providing housing for our house veterans. It is the app project that is probably the only project in the United States where they are intentionally developing an housed program, immediately adjacent to working for any homes. I went to Kansas City and kind of saw what they did. Their success rate is incredibly high in terms of how they deal with folks and how they give them their housing. Literally the day that I was there, there was a former Marine that had lost custody of his kids. They were in foster care of the kids. The mom had lost custody and where the day I was there, he got custody of the kids from coming in based on the work that they did. So, they actually had rented a space and they had got caught in that situation. They came to us and said, help, we were in this transition. We needed a bit of our folks in the bus, anyway. So, we went into that office. One of the things that we're starting to think about, and I think Zinnia is the main trigger point, is they're maybe, I'm going to ask them, simply because we can send Zinnia to bring our tenants over, but then they can use that to provide more units and individuals a better experience in homelessness, which we're all serving the same group, and more we can even spread it out to a little bit more capacity that brings in all of the organizations. So, that may be a little bit of a way. But that's how the letters came about. Next, do you want to give a brief overview of what we do with vouchers? So, we have Housing Choice vouchers that are printed for 518 vouchers. That just means that we could go up to 518. At this point, we are up to 420. Under the Housing Choice vouchers is also the project-based vouchers. So, we can take some of our Housing Choice vouchers and we can assign them to open property. And then if the tenants would give assistance of that property. Under the regular Housing Choice vouchers, it's tenant-based. So, they get a voucher, they go out into Boulder County, they find a limit and we suspense them. So, that's, and it's all federally funded, so we work with them. We are regulated by regulations. We have an admin plan that we have to do over here that outlines what our policies and procedures are. So, you've heard 5M work. We can issue 519 vouchers, but we're at 421. I need to explain that a little bit. You don't get from HUD a voucher in the vouchers. What you get is a pool of dollars and they tell you, here's how many vouchers that you can issue. And so, we've been relatively stagnant in terms of the dollars that we have. And so, as inflation and grants increase, it actually reduces what you're able to actually issue in terms of the number of vouchers. And so, in the tool, you run all your rents and everything that's happening and then it says, here's what you can really issue in terms of the number of vouchers. And then you have to have a reserve on top of that so that you can absorb any rental increases in here. And so, the work that Kinder's really done for us is to identify what is that number that we need to get. So, we have the appropriate reserves within the dollars that are available and the closer you can stay to that, the more likely it is that you're going to get additional revenues from HUD. And what we were finding is they were probably in the 380, 370 range in terms of the number of vouchers they were keeping out on the street and so HUD never saw a need to give the housing authority more money because they weren't actually using those dollars. And so, we're now, our target is 420 and we're holding pretty close to that target. Issuing, yeah. Issuing, yeah. I mean, we've got a lot that's issued, but it's actually a 420. Correct. And that's just to make the case that we can get more money from HUD when the opportunities present themselves. And so, we don't, we can't issue funds. We just don't have that money. It's a performance management thing to manage yourself to have something to issue more. And if you're under an issue, they can come back and start taking care of new reserves. So it's really important to keep the numbers up. So, are you able to go ask for additional funding right here at the basis? Under the housing choice voucher, it's a, it's a, if they have additional money that's going to come appropriate, then it's the, it's a, well, they'll let us know. We don't have to deploy on it. It's far near a German. So, this last round, LHA got 5. But that's 5 more than we did last year. So, it might not be a lot right now, but it's, it's something. And having at least a bit stronger going in to get different kinds of vouchers and other vouchers. And from what I understand, when we took it over, the philosophy at the housing authority was to be a great way. So, they weren't born after a lot. It's a track flight on a radar. Yeah, no. I mean, so, I mean, it's actually a good point. So, when we did our debrief, on the launch of our stone property, so it was a complete fail. And the guy told us the only reason that they got any points was because the building on the road was in good condition. And then he told us something that really kind of freaked us out, where when they were going and they were auditing the housing authority and they were asking for documents and the staff was saying, well, we have to go to the board to release the documents, audit documents. And so we immediately did a poll because they're all public documents and talking to people who were on the board. They never had to request. And so, what I was saying to the point of flying under the radar, not only were they flying under the radar, they were intentionally being combated in terms of the documents they were turning over. And the point that he made is anytime I ask for something, Kendrick gives it and I can tell where he's going. So, it was flying under the radar and being combated. Well, in every five years, you have to get a five-year plan for the Housing Choice Action Program. And one of the things that they had said in it was that their goal was within, I think it was five years or ten years to be free from from hiding the things that they were trying to vouch for. Yeah, that was things. Yeah. So, I think that's the reason that LHA doesn't happen. We can go back to 4A and then that really does roll into. I think we just wanted to say one. 4B, we can kind of read for now but I do want to come back to that because it's kind of well. Yeah. One thing I also wanted to point out for the orientation is we're going to get quarterly financial statements and voucher updates. Kendrick's here answering questions about that. Sorry, I was just going to roll. Oh, yeah. Let's see this. So, let's go on to 4A. That's the name, official posting location LHA advisory board agendas. So, last year the agendas so they were on the city of Longmont website, the Longmont housing authority website, the west side entrance at the Civic Center and we adopted the practice post all at the LHA properties. For this year as well we have changes. So, we get to the LHA advisory board agendas will be posted on the city of Longmont website, the Longmont housing authority website, the west side entrance at the Civic Center and at all LHA properties. LHA. Yeah. On motion. Any discussion? So, the motion on the table again is the LHA agenda will be posted on the city of Longmont website, the Longmont housing authority website, the west side entrance at the Civic Center and at LHA and LHDC properties. All those in favor say aye. Aye. All those opposed to me? Any abstentions? Motion passes. So, let's go on to 4B chair and vice chair for 2023. If I have any competition. I'm hoping for a competition too. If you don't want to do it. Okay. So, motion on the table to have myself at the time to be as the chair in discussion. Do you want to share with how much work it actually is? I mean maybe we should start with that. Like, what it entails? It's running the meetings and then I mean I think we're interns of a group on the board where we're very open. You know, if there are any questions that's the way I want to be used to. Yeah, it's super formal in there. Less formal. If somebody has questions, get it out there. Let's just go sit. And then, you know, I put some agenda items on here. Not too much, but the city does. A lot of the weight. A lot of the weight. Yeah. But, yeah, it's not too bad. Vice chair as well. Yep. Okay. So let's vote. All in favor say aye. Aye. My name? My name is Chair. So let's vote on Vice Chair. Do I have any nominations? I'm lead with the Vice Chair. All I'm sure what I do is just share the meeting with Thomas right here to deal with the public. If I had to be heard, that shrinks up and everyone would know I do. Partly this year. No public shows up when Thomas and I aren't. All in public show up at the meeting. I go to meetings. Yeah. I don't have any projects going on so far. I have lots of time now. The spoke is done. I'm ready to go. Keep going, find it. If you want to break. All those in favor say aye. Aye. All in favor say aye. I'm lead with the Vice Chair. Let's go on to lead with the Vice Chair. So I just want to kind of pick up with the conversation of where we're at but I'm going to keep it brief. So we talked about what has been stabilized really what has been part of the work plan if you would call it in the past three years and then we have spoken with staff to come up with a couple of items that are really part of our work plan for 2023. That does remind me. There are a lot of goals for the LHA that I will also share with the new board members. The Board approved early 2022 so I'll share those as well just for orientation purposes. So our work plan does tier from those goals but it's really what should we be focusing on this year so I want to share what a couple of things the staff has come up with including not just this room it's all LHA staff operationally and then I was hoping that you all would just right now think about it and maybe discuss next week just the agenda size and think about what as it is by the board you would like to take on as a focus for 2023. So considering that we consider LHA basically stabilized now that's an ongoing we are still finding things and fixing them as we go but the staff really does want to focus on performance this year and making sure that our properties and our voucher programs are financially operating at a high quality and I shouldn't say quality we think the quality comes in the resident culture and the staff culture and that type of thing but more financial performance. We have we're stabilized, our reputation is what it is now we need to really use that as our footing to improve or maximize our financial performance on the properties and really that's where we're going to bring in more development capacity and more funding capacity and all of those things so there's a lot behind that but that's one of the major things operationally that the staff as a whole is coming up with so if anybody has any ideas right now or if you want to think about it and put this as an agenda item next month that would be okay too and also we didn't offer questions I know that because most of our meeting was orientation but if there are questions you can bring those up for in Catholic as well you can always just email them First be overwhelmed and then think about them Exactly, you might be more in the absorption mode right now Asset management position to help not specifically it's more like we do the asset management responsibilities with what we have but not a dedicated position Do you explain more about what an asset manager would do for the first time So they would keep track of all of the assets properties ownership owned work on making sure that the capital plan is being met so making sure that rehab is happening, money is being stashed away for those things planning sort of scheduling this property is going to need a new roof in 10 years and just kind of handling long term health of the buildings because most buildings are built to last and so every 30 years you really need to go through and make sure structurally it's out which is what's happening at village place so that's sort of it's more like managing the long term So it takes some pressure off Yeah, right now we're definitely covering that as a team it's primarily in Lisa's bucket as a manager of the properties in with her maintenance team This year 2023 is the first time that we've had a capital improvements budget established for most or all for most of the property Right, they have to have one We didn't have budget to put away four capital needs that are outside of a recent indication which means basically redoing the tax credits to get an investor back in and getting a big chunk to do a major rehab so this is our first year with even any a start of a budget for capital improvements So right now that's definitely primarily Lisa but shared effort especially as it ties to major rehab projects which we dump into that development bucket We're starting to develop spreadsheet with like different things that we can start planning as we're starting to see like the lives need smoke detectors this year we know spray creep smoke detectors are starting to go so we're kind of starting to plan that out with accounting as well So that's definitely something we can use advice on not necessarily since we don't have a position this year but use your expertise and advice on how now that we have budget to decide what should we be looking forward to and we don't have a time for these we hired one but that's like our next goal for this year's tax kind of like where do we think that's focused as well yeah bridging, maintenance, operations finance and development because and really it's you're getting by now but it's going to become overwhelming especially more development more things to go wrong everything requirements are changing every year someone who part of what we're looking at too so I think the most we've built into a capital replacement $10 dollars in the budget part of what we're looking at is trying to get enough money to hire an assistant director which will absorb some of that and then get the revenue so we're chasing revenue right now to build an assistant director because it's kind of mad for the two of us now so we're kind of part of it and we're bridging also with Katie so Katie's on the city side and some of them have the capital pieces like Katie's working in the village place and some of the other things so we're bridging through our housing side over and then I think you know, it's just going to be the constant so Katie's our development affordable housing development project manager with our ARPA funding our America's plan we hired two of that $8.5 million of ARPA funds that are directed to a affordable housing so she basically is acting as the development product manager for LHA at this point and you know someday that would definitely be a position that we could and that may be something too but as we as we get through the push of projects we can maybe convert some of that position into an asset manager because we want to figure out the permanent financing outside of the ARPA funds and there's a way and so what is it going to look like once the way the funding is which then that will be once the way we did with Sarah's position is how do we bridge city funding and LHA funding to make that position make sense in perpetuity how long to it's part of our what we have here so I think what we want to do then is let's next meet and put it on the agenda and go over the 2023 goals and work plan to see if we can the next meeting Eric is going to need to go over to the ground so let's go on to number 5 Development Project I think a lot of them would Village Place CPWD Building sale the other one I had on my list Sunset Heights so I had it on my list and I wasn't quite sure so Sunset Heights started out Sunset Heights changed to Bluebird nobody liked Bluebird and when it was 30 or so it was 30 that makes more sense to me I'll just go over item A and half of item B so for Village Place this is the recidification of the tax credits for another 15 year plus compliance period meaning we're bringing in a new investor to refinance essentially the property keep it in the affordable stuff that way and because funding comes with it is a major rehab so we are on track on schedule which at this point we have an architect not contracted yet we haven't signed the contract but contracting is in process we hired Rosemen and Associates so they have a lot of affordable experience they don't have a ton in Colorado in the affordable range they do have market rates in Colorado a huge portfolio in Missouri and they're setting up a Colorado office but they had by far the best approach when it came to senior focused properties tenant in place, rehabs community what do we do with our tenants while their partners are getting renovated and really they're just the way they approached it in terms of resident interactions involving the residents in the process was really what sold us on them pricing was pretty similar to others we did negotiate it down a little bit and we loved the product the aesthetics of the product that they were presenting and they're really eager to work more in Colorado so we thought that there was there's some price advantages there but really what sold us was the team they treat the residents as they do this process specifically in a senior property so they are big on engagement and we thought that would be really important at Village Place so we have an architect on board so soon enough we'll be doing they're just doing some preliminary work right now soon enough we'll have that first resident meeting with the architect to go over what they're going to do a walk of the building do that assessment of what's there and we'll start working on that priority list of what we can include in the rehab we released an RFP for a general contractor yesterday no last Friday and what we're doing is we're just going to this is out of my comfort zone because I'm used to strict federal funding where you just use it it's price based but what we're doing which is more common in the low income tax credit world is we're putting out to get pricing and qualifications the pricing is only for like the thing, their profit their fees their general conditions is what you what you call it just to see we can still use some competitive pricing there but we're really looking for quality so that is out on the streets we'll be doing a walk of the site with potential bidding contractors on the I think the 19th of January and then that will close here towards the end of January we'll be selecting a contractor so in terms of timeline and schedule we're still looking at that March timeline for our first resident meetings with the hired firms and starting that resident engagement process and the design selection process, in earnest and then there was we have to start hiring our intended relocation specialist near this spring as well so that's the next steps we still are shooting for a closing of the new financing by December of this year we are exiting with the existing tax credit equity investor right now that should be happening in February in February so we'll be right along it's a big project we have a new investor the new investor and our lender are selected it's the same team we did for Aspen Meadows so this is RBC is the investor and First Bank is the lender and so that team works great together on Aspen Meadows they know us we know them, it's a very predictable process we also worked with RBC on the Crispin 2 project too so they're just all over in Longman it is moving right along to the construction one it's hard to tell for the architecture we got 6 5 or 6 we interviewed 3 we put the evaluation criteria right up front in the request for proposals so they know what's going to be evaluated in this case we're looking at your experience with light tech construction or like tentative place rehabs just like this your prior projects in the area we've been called references some of them we know pretty well and some of them we would need to find out more information about and then of course about your pricing and interviews usually we have at least green eagle on an evaluation panel we already kind of heard about the CCWD building sale and what that's about so let's go back to Village Place Village Place a couple of things, the bidding process what we have to do and you know here as we refer to kind of silence just means if you're not on the interview you're entitled to know that and so there'll be times I'll be on it and there'll be other times I'll not and they can't even tell me what's going on so it's pretty regimented from the purchasing policy standpoint to city purchasing policy standpoint kind of so we have to be really focused on that Village Place is interesting because we're also having to marry projects together so on the city side we have to redesign a complex screen which is going to be from going to be to first and that's part of the first main transit station so it's right in the middle of the and we have drainage problems in the back of Village Place so we have to correct so we're actually in talking to the city engineering department about the drainage improvement and there's some of this stuff they're actually going to sort of in order to get this done and then we have to correct them a little on time because when we don't want it we can't really start before they do and so we're having to manage two different projects to really narrow the end of the time and make sure we go right from a horizontal infrastructure standpoint in terms of drainage. CWB building so the Center for People with Disabilities is interesting in purchasing the building we don't really need this building in our portfolio it doesn't really serve our mission and it could be a revenue source if we sell it it could be a revenue source to put back in and create a purpose so we right now have the city's land contractor doing a market analysis to see what a fair market price would be for that building and then we'll be negotiating with the CWB here they're on a month to month lease to give us time to do this process and have a negotiation so that's underway we're just waiting for the market analysis to come through do you know what that's expected at all? it sounds like there's not a lot of good comps so we're working with him right now to figure out if he's taking him a little bit more of an effort than he anticipated I'm trying to let my lead us from him chatting over the holidays about commercial business I was trying to pull this up to see what to recall what the unique circumstances were we're going to the number 6 I was going to go to the commissioner today as a partner in tax attention policy revisions okay so granted we have a half hour left I we'll just go over the purpose for this so I included the full red line in this for you all to see including some discussion items we plan to take this to the LHA board on January 31st this is a new policy we just got it approved the first go around last February really what that policy did at the time was primarily set the calculation formula for the fee let me back up what is the property tax attention policy housing authority there's color of a statue that provides that if a housing authority is a special limited partner on the ownership of a property then that whole property can be property tax exempt so this is very attractive to pride that the affordable housing developers to get cost savings and so housing authorities across the country have policies in place describing when we would consider being a special limited partner what type of criteria we would want in exchange for that tax benefit for private developers and so what our policy did that was put in place a year ago it was really an advance of Christmas coming up and making sure we had some sort of formula set for what that fee would be in the sense that they pay a fee up front and in exchange they get long-term tax savings so it's substantial and very valuable to a private developer so what in the last year we've had as part of those proposals coming at us from all directions we are getting multiple requests to be to utilize this policy but what we were finding is our policy didn't necessarily go into how the getting on the ownership structure was needed to happen what type of evaluation criteria we would want to consider in order to enter this partnership for example are you just wanting this fee reduction so that you can increase your own profits or are you going to use that to help benefit the lower the affordability of the property or something and then like an actual process for the application which wasn't really specified so there's a couple things in here about the formula I tried not to touch the formula too much because that's really what we just went through that a year ago there's nothing really wrong with the formula it's really more process and purpose that I wanted to make sure we included in here so a couple of the key things our original policy was intended to only be for new developments and how it was written there was no way for an existing affordable property to try and apply for this and how to work with them on that so that's one of the specific requests that have come to us as an existing property that did not go through this process with the former LHA board for various reasons and now they're interested and we need to come up with some policies and procedures for how if we're going to do it how does that look and then a couple of the comment bubbles that you see are really from review of other policies in the region and just seeing if we want to consider certain things in order to just see what's out there and see if we want to match up with it including some housing authorities add on an ongoing management fee do we want to consider that the existing recalculation methodology only uses the first year NOI but NOI is usually increased throughout a compliance period so do we want to try and do an average because it's a pretty good deal and if you only use the first year there's just somebody who wants things in here that we have notes about it we want to consider doing it this way based on what we see out there the biggest one that we really want advice on is related to vouchers some of the policies in the region that we found include a preference in the evaluation process for properties that house vouchers but it's very much just part of the application process and evaluation but it's not necessarily an eligibility criteria what I mean by that is one of our existing affordable housing developments in the city asked us if they could benefit from this their average unit mix does not fall below 50% AMI it is primarily over 50 but all of the units are under 60 but it's really like 60 with a couple of lower months so what that means is they don't actually qualify currently but they are a significant provider for housing choice voucher residents they said isn't that worth something to the LHA so we have a goal of trying to do what we can to make landlords very receptive to housing choice voucher holders and is this a way that we should consider rewarding that essentially this is not in any policies that I could find specifically as an eligibility thing if you're not averaging below 50% AMI under 50% AMI so it's not that affordable essentially as affordable as most is this something that we want to consider so this will be a question we take to the board and I would love your feedback and input whether it's this moment or through an email afterward anything like that if you don't meet this criteria what do you need this for so I say currently policy at least 20% of the units must be provided at rates affordable to households earning 50% or less of the very immediate income or at least 25% or more of the units must be committed to new rents into voucher holders and I made up that 25% I mean the way I see it too is they're getting their market from voucher right so where's I mean so they're making out so they're going to have top of that then the property so I feel like maybe with that more skin like more benefit for us as to right or management fee or property manager because we have that for bars where we have as a special limited partner at any time we just say we're going to take over property management so they're on that note the policies in the region are there's a spectrum right some are like we just don't want to go there someone to go there for more our thought is we put in here a rofer at fair market value and then the debt plus taxes option if we're already like a co-developer or a general partner you should make that fair market value you're assuming the tax exemption states is then the property that's very valuable to them right you might was it clear in one of ours and then you got stuff for paid so part of it is we have a lot of people with vouchers that can't find places to live that's the value the value is and it's people that we get vouchers to finding places to live and I think I would structure it as they accept a voucher from what's important because the other thing that we're seeing in the long run that's a little bit different is the same thing is happening in Boulder and in Lewisville on Via Superior and so what's happening is whether VCH or BHP a lot of their voucher holders are coming into our community which is limiting access to our voucher holders which I think if we get a priority to LHA voucher holders and it's a certain percentage then that clears the path for us to be more and more direct on similar to what we did with what's it called our haystack what we're helping with farmhouse farmhouse we're doing that with it but I mean that's the value I think that we can get back to that always yeah so is that dependent on AMI though the voucher amount the voucher amount is set by payment standards and that's a really and so it's all over again payment standard and I don't know I signed up there about so for I had Gallup and she just sent two kids and she had a voucher for like $200 I've never seen it about that high but she certainly followed my work or as someone from my house they actually seen my case in the hospital so it depends on bedroom size so a voucher is issued by what they qualify as a bedroom size so if they're renting a poor bedroom they only give a two bedroom payment standard so a household of the same size could get a higher bedroom size through the ritual combinations for medical equipment, therapy and stuff like that so the same household would have two different payment standards based on bedroom size yeah so I just signed it just as an end consumer I meant for whatever I don't know I think that might be a good meaning I'm going to hear about your experience and it made me historic because I know we were there on top of it this morning on a raid so it could be that historically you saw that but I know Tracy's had to catch up to where it is so I just had to thank you because I had freight rides for three years and for my freight ride I had $150 on the figure and it's another way I'm not going to use it increase or decrease the amount you're getting so I thank you for $500 so it could be a change of family the change in about your size it wasn't a change of family what we're finding what we're finding is that practice was a calling admin plan so our admin plan says a certain family family makeup qualifies for a certain bedroom size. And it was all over the place. So we're pulling that back in and we'll make it sure that voucher sizes match what we say we're going to do in our bedroom. So if they had a three-bedroom and you were getting a three-bedroom payment standard, they'll be qualified for a two-bedroom makeup on the bathroom. Well, that's just one question, so that's good. Well, if she has vouchers, she doesn't. She doesn't. I'm just saying, I mean, either you're going to, either you're housing the people or you're not. We're going to be in the sun for a bit. And as a landlord, you're only allowed to do, I was willing to operate at less the market because she's been watching for three years. And I was willing to operate at less, but not vouchers. So this is something I would have heard about. So, yeah. So some part of it, so to kind of get into vouchers, it gets interesting because we have the admin plans of which we're responsible to provide. And so some of the policies that we put in place in terms of, so if you're getting a voucher and it's your responsibility to notify us of any changes that occur within the voucher. And so what we're finding in some of our voucher holders is that changes have occurred and they haven't notified us. And it's changed their income for all locations. It's changed all sorts of stuff. Of which we've identified fraud. I mean, we've sent stuff to the Office of Inspector General, we've sent stuff to this department because of the nature of it. And so I get involved in it when it's over under $5,000. And so I've had conversations where, you know, if you have two kids under 10, the plan may qualify you as a veteran. But once the kids are 10 years old and the plan qualifies you to be in a three bedroom, there's some version of this. It's all over the place. And more than if your kids are working, get to report the income of your kids because that comes with the income qualification. So in all of this, we have funds sort of being out here in terms of the acting plan and what you can and can't do. And there it is pretty strict. And so then it gets into the individual specifics. Within the last three months, I've made three or four agreements with individuals who have nowhere from five to $12,000 to have a repayment plan. And so they can keep their vouchers. And so it's individually specific. We do use the same tables. But yeah, Yeah, so I was just trying to say towards why, Yeah. I mean, Yeah. I mean, Yeah. So, I want to get this property tax exemption continue to go. So my other comment too, with the, are we looking as just more, just if you have 25% or more, committed to voucher holders, you're able to get the property tax exemption. You might want to add another hand in there with this as another bullet point to be like, at least 30% of the units. Oh, right. 60% or less. And at least 25% are registered voucher holders. After you've maintained that amount, not just at the right time of your application, Great. And then that means we have to then check up on it. And what's that? Which process needs to be. A management fee would be applicable. Okay. So I, Well, as I said, would this be the only one that would require that? Check up on a basis or because it already in the property tax credits. I'm just thinking of administratively, or is this the only one that you would have to apply for as vouchers? Or just chapter? So as a special limited partner at all times, usually if you're operating a group, you have the right to ask to review their financials. Whether you choose to do that, you know, that's your call. I would say if you're going to ask them to maintain something that is going to be like you want to maintain like that, that's not something anyone else is going to be checking. That's not a chapter requirement. That would just be the last requirement. Well, I'm just saying, if you're doing the property tax credits, are you are very required to set reports and monitor that? Yeah. So it takes us out of the equation of having a monitor. That's my, if we have to monitor the vouchers, that's additional. Yeah. I would say only for the voucher piece. If they're going under that criteria, then we would want management to be checking that, whether it's purely or sporadically. I mean, I would always be wanting their, their yearly audits, plus whatever they give in the chat, but I mean, check that they're ever needed for compliance. That's in here. Yeah. Usually the only way to get out of this deal is if they're not compliant, otherwise you can't really pull out. So when I'm thinking overall, I don't think that I think there's still questions to answer and tweak and I don't think we're ready necessarily on January 31st for approval. I think that maybe through email, I'll start some of these edits and we can correlate it all together and come up with and fill some of these holes. And then I'll plan for February forward approval. So I will do that. We'll take this one kind of into a, you know, red line process on email if that works. So it kind of in line with that, too, is I think in terms of management, you've got to build something in there that vouchers as an option. Right. If you go to voucher route or even like, Yeah, type one, type two, type three. If you go in type three, it'll be an additional option. Okay. All right. So I'll get a couple of those things started and then update any of these questions and send that around so we just have a work meeting. I did virtually and none of the sessions works virtually. So you're sitting here trying to watch them now. You're just one about the end of the 15 year test compliance. I was really interested in that. Yeah. I'll get you the recording ended up. I've got, I have access because I've been registered. So that was really good. Decision mapping for property management. So we can cover in 10 minutes or do we want to It's, this is, yes, in basic form because we haven't yet prepared it. Okay. That sounds good. So it's good. Sorry. I'm just going to give the intro because this we might be taking January 31st. Commissioner Tim Waters has requested this in prior board meetings last summer about just, just that it's, it's really lines of authority for property managers to have on site for decision-making. Like what needs to be elevated? What can they, what are they responsible for? Things like that. So we are putting together like a decision-making map and then you're hoping to tie with an SOP manual for them. So when we have that together, we'll probably send that around and would welcome your input. So that will also be an offline thing because it's in development. Let's go into the legislature board of aid operations. I think we probably covered a lot of that, right? I mean, well, sorry, occupancy report. Let's go over that. So we are still sitting about 93% occupied. So for 2023, all of my managers are maintenance. We have a goal to increase these occupancies working together. Now we're kind of through a lot of the supply and demand issues. We're fully staffed on the maintenance side. Almost fully staffed on the property management side. Our goals are to really get these units least rented and turned fast. I can say just this morning, as a matter of fact, I've done nine credit reports this week and it's only Tuesday. So that means nine new rentals between HDB and the property management side. So that's amazing. You'll see in my notes where we have some down due to that unit. We have a few released under the vet contamination though on the down unit 7114. That is actually now back online and rented. So we're hoping for a rent that will move in this week or next week. We're still working through some of that units. A lot of them are just the post-queen reports. Those two that were pending the cleaning reports. We just got those released yesterday and they are now in the adjuster and reconstruction hands. So we're getting those back online in the next couple of weeks. I'm not going to go into too much detail this week or this month. And the goal is to have 95%. Most of the properties have a 97% goal list for 2023 of occupancy with the streets at 95%. We didn't make the streets a little bit lower due to the clientele and that we're working with mental health partners to still have the units. They don't always have people. They're having a hard time. I had a meeting with MHP yesterday. They pulled eight names in December and only heard about 14 names in December and have heard back from two. And they're working off two different lists right now. They're working off an old AOH list and they're working off a local case conferencing. We pulled 20 out of our street streets. They got three. Those are employee units that are set aside that we don't generate breadcrumbs and we won't be generating more. Those are the two employee units. So right now we have the heart rate. The streets has one and the village has one right now. And those were identified in the tax credit proposal which I think is this one. And the management agreements. And the management agreements so the investors and everybody have to get involved with it. We're approved through CHOCLA for the streets and village plates. Aspen Meadows neighborhood does have a manager living on site but she is paying towards rent. For the cleaning we work well our testing company P-Cycle goes out for bid for the decamination. And so they work with and they work from two to six people. They just send a mass email out. For the remuneration and the reconstruction of the units we were running into a problem after the Marshall fire of getting anybody to bid. So we found one contractor that was really willing to come in and work on these. We actually just had a second one Palace Instruction who did Aspen Meadows senior renovation. They are now getting into reconstruction. So they already walked one unit here and they're going to start walking our other ones for a second. But our insurance adjuster on the mess site has really worked with whoever doing the bid reconstruction to go through and make sure it's there. Most of these are insurance claims. So we get most of our money back on those. Part of what I'm crossing around in my mind is to look. So what we do on the city side is look at on-call contracts. And so we bid on on-call contracts. And so there's an economy of scale that occurs because you can guarantee that we now know here's how many we tend to average a year. Those types of things if we do an on-call contract bid then maybe we can get some better numbers. Those are things we've got to work through. Because some of it, you know, when we first took over we had one that we knew ahead of time that was involved. And so we had to kind of scramble to get a remediation company because we couldn't even store the furniture. And so that all had to be done with a remediation company. They had to get a pod. They had to seal the pod and it was a mess. So we're going to explore some of the opportunities. So it depends on the level of the activity. Yes, we have a low level. Like when that just requires a light cleaning, that's... The light cleaning is still done by certified. Yeah, and they have to be certified through Colorado. They have to have all their certifications. That's typically about a 30-day turnaround by the time we go through the testing, the cleaning and the retesting and getting the report to the county and the city to release the unit basically for a half-patient. A mid-grade, which I'd say anywhere from 100 parts per million to maybe 600 parts per million in the deeper clean where that could take a cleaning, a testing, and then go back in the cleaning. Then we'll Google certain items, which would be an HVAC system, an appliance, it could be a countercops, but windowsills have to come out. It all depends on where the contamination is in the unit. And then when we start getting those higher ones, those can be six, seven months. It just all depends. Like I had one of my most recent infections, the resident was only in there for three months, and it tested the highest woman county had ever seen. And they were not cooking in there, but they were smoking quite a bit. But that was down here, right? No, this one. This is new. Oh, no, but wasn't there one recently that we just put back online? Yeah, we had one almost down here because the Marshall fire impacted it. The testing couldn't be done as fast because they were doing Marshall fire. Yeah. So there is no profile. All ages, we're having them in senior everywhere. Your family is important. Here's the thing. We are not hiding this in one issue, any issue before. If we are being transparent about it, we have an insurance writer, which is rare. And we are, but Chapo has already come to us and like, how come it you're recording that unit so high? We're like, no, we're the same. We're the same as everyone else. We're just telling you and doing the right thing and actually recording it and cleaning it and making sure it is habitable instead of pushing it under the rug. So anyways, we're no different than anybody else. And literally the profile is anybody. It's ongoing issue. Yeah. This isn't an LHA issue. It happened in the market region. Yeah. It's increasing partly because we're getting more advanced in testing and doing it more often. Well, I think globally is Sarah. Yeah. Sarah does crime free so she sees the private. Right. So I think it's just like, a lot of folks aren't testing even though they have the information because let's have a lot of your requirements at the law. The law states you should not be shouting. So it leaves many, many, I mean, and the issue is to a lot of these buildings in Longmont, I mean, there there's some that are pretty old, like, look at since Clarkville, the whole lot of them on 14 November, they don't they don't test there. And if they were, it could have been, it could have been three or five minutes ago, right? And they just paid and they're going to get paid. So it's, it's a very tricky, math is a very tricky thing for many. So it's already around any problem. And so what we were able to do in this budget, so we created two funds, so we created a capital and criminal fund. And where we could, within the department budget, we created a math remediation fund because housing authorities are like, they can get insurance for that remediation. Private landlords cannot get it, but we're concerned about what they're going to pull the trigger and stop ensuring that remediation. That's just going to be remediation. Just remediation. And double is double. Yeah, so it's a double. We have a deductible on top of it. Yeah, deductible plus years down. We're starting to get that and to ensure that there's part of the overall budget. We're building it out on vacancy, but we were still, I mean, we had to figure out how to snow it because they had budget for snow. We had to figure out how to do landscaping because they had budget for landscaping. So on the math piece. So the timing vary. The other thing that we're, I'm starting to do more time, isn't that if it's the consumer if you're having more educated. And you can buy math tests on Amazon that are truly equality. And when I'm starting to get rid of the consumers when they rent properties, they're doing their own math tests. And then if that math test comes back, everybody's legally obligated to deal with it. And so, to me, I've talked to a private manager of some multi-family units and everybody's like, what do we get? As the consumers are getting more educated. Now, And insurance vendors aren't available for those. But if somebody is, I mean, have we ever had that issue in that positive event? In the private. No, for any of our units. Actually, if we do, we're on top of it. I get a police report if you're testing a turnover. I have new construction. That's what I was going to get to. So two things that we're working on is how do we build in the testing component for, and Lawrence, I want to give you constructions easier because you can hold people accountable for it because there's no question of whether it was contaminated before or not. We're working with the insurance company because the insurance company has to decide this on this because we don't want to create a situation that creates more impact on the insurance company. And they go, oh, you're doing this rapidly. We're cutting your insurance. So that's a piece of it. The other thing that we're doing is we had a meeting with a company out in New Zealand on how to do that meeting this afternoon, Sarah. So they're one of the few companies in the world that are doing math detectors. I'm not the only company that works. And so it's been vetted by the Southeast Asian Testing Laboratory. And to give you a sense, they're saying to us that they will detect meth for somebody that smoked it outside and then walked in and hit it on their clothes. It's like one part of their ability. And it's tamper-resistant. So we had an initial meeting and Molly just said, we've got meetings after him. They have sent us a proposal in terms of doing a beta test on these meth detectors. And so we're evaluating it. We pushed them. So they're working with hotels right now? In the U.S. In the U.S. They discovered SCC and other approvals but they're working with hotels. I think we were one of the first governments to reach out to them. How many providers? And so we asked them to do a beta test to give us a prize break. So that because if it works then it's better to use a government and let's you then use a hotel. And so we're going to see what they come up with and start testing it in facilities in apartments that have been created or in construction. And it's like real time information. In the actual units. In the U.S. It's like a silent smoke alarm where it alerts us to get attached back to the bell out of threshold of what it measures. And one device does up to a pre-medium apartment one story. We got that stuff this morning so that's what you just said. So we've got a meeting this afternoon we'll know more but if it works then we're going to also transition that to Sarah and the crime free group because we're going to let people in the crime community know because I think that's protection for private plan orders. Switch on proof has property updates do you want to plan it out? A couple of minutes. Everything's going good. It was a quiet month for December. We did the v-goats at all the properties where we use the resident event funds and LHA staff went in and did big old v-goats and like a beer and bash with the residents I think they kind of really boost the morale of the residents and stuff after some time that's happened over the last few months. My team's goal for the next year is to quarterly events like that fun events or educational events with the staff even more often. So we're getting into that now. So let's turn the meeting on 11-06. Show up.