Okay, good morning. It's 9 o'clock. We're going to go ahead and start our meeting. Good morning in progress. Okay. We need to have a roll call. Yeah, definitely. So, who are we? Do we have our leads working? Yes. Jane Christopher? Yeah. Lauren Sully? Yeah. And then member opposite, Tom DeVee? Yes. And the staff, we have Malia O'Donnell? Here, Lisa Galliner? Here. And your dad knows? Here. Katie Cudd? And we're just missing Harold O'Megas. Okay. Nice to see everybody for coming. Does everybody have time to read the minutes from the last meeting? If so, I need a motion to approve. A motion to approve? A second. All in favor of the email? Opposed? The minutes approved passed. Okay, my name is Arlene Zorman. Jane Christopher, Lauren Sully? Yes. And the next one is from? Sully, Sully, Sully. And it's a public invited to be heard. So, we do have three people who have been invited to be heard. We have Ronnie Dewey, John Fallon, and we have Suzanne General. Okay. Suzanne. We'll give you three minutes, and we don't usually let go like the city council does. We give you three minutes to speak, we listen, and then we don't respond back. So, but we will listen to what you have to say. Am I correct here? Okay. So, I have worked with my phone this morning since I don't have a watch, and I think I figured out how to do the timer. I got it. Okay. Good. Good. Okay. Let's stop. Ronnie's in there cleaning up. Okay. Okay. So, John, if you could give your name, and... My name? You're okay? Yeah. I'm John Fallon, resident here in department 117. I'm a user, but I'm here. I love this place, here with me. And I'm pretty concerned anytime I hear negative things going on. Can you stand up, John? I'm sorry. Can you stand up? Sure. So we can hear you a little better. Okay. Thank you. I stand over here. Thank you. You're welcome. You're welcome. I was saying I love this place very much, and when I hear negative comments being made, it disturbs me a lot. And I haven't had it. My wife and older couldn't agree with this. I've heard a comment, and I'll say, well, couldn't do this, couldn't do that, couldn't do the other. I couldn't have had it about this place, because I don't want to see negative stuff going on. And I don't want to believe it. But the one thing that grounds me more than anything, and what it is with them, residents will say, they don't care. And I'm sorry to have a great, erroneous view. And I can try to do that, it's the best thing I'm not able to do, depending on what it is. But one thing that I know this, that I think leads to that, enormously, is the communications. Two ways. One, we hear changes are going to be made, and then something else happens. And then something else happens. And then the story drops. know what's going on. The other one, when this one is much more critical as far as I'm concerned, first one, is this is the one where I can sense and feel myself as the telephones. It seems ludicrous to me when I go down and I see an emergency call this, and you call it and you get voicemail, which may or may not ever be returned to the same. Second, the times that I have noticed that a couple of of us have had to deal with blocks and being able to lock ourselves up to have security. Another one was the block that was very, very difficult to open to exit. And the third one was one with an elevator out of order. And it was a, I don't know, whatever happened with that. Anyhow, it was a long time since I was out there in the lobby with the folks. So my point is that if it's going to be something really serious, I think we need to have it, you know, have it returned and know that the message got through. I've started to become in the habit of, if I call it, have to leave a message, ask, please, at least text me or acknowledge that you've received it, see what if you can't discuss it. So anyhow, to me, I think that's one of the things that really makes me feel, you know, I see why they like to do this. Okay? Thank you. Thank you, John. Are you Suzanne? Okay, I'm not, I'm not qualified. Okay, I have two more people to speak. Oh, okay, I apologize. Okay. All right, Suzanne. Thank you all so much for this really different little speaker here. Okay. Although I've been told I've run in a lot of very simple ways. So anyway, I appreciate the opportunity to say few words. I've lived here 12 years. Can you give us your last name, so can you? Can you denail? D-U-N-N-E-L-L. Okay. And I've lived here 12 years. So I've seen a lot. I have a lot to compare with from year to year. And I will say this very quickly, that when this first came, this was managed by a private property management company. We had flowers that was beautiful. It was lovely inside. Everything was kept up. Good morale.  When it went over to the responsibility of Longmont Housing, it went totally downhill. And it only took about two, three years at the most. So I'm one of those people that said they don't care anymore. Because when we have, like down in our main lobby, main big posts, there's all the chipped and there's no paint. When you come in the very front door, it's all cracked along the wall. It was filthy. I had to tell some clean people the other day to please clean it. I did. So I guess what I'm saying is that tells all of us when all those columns have been chipped and unpainted at the bottom for three years. And it probably would cost a total of maybe 30 bucks to fix it. But that says to me, you don't care. What would it say to you people? It's not like you're spending big bucks. So anyway, those are my comments. I still live here, not because right now it's a particularly joy to live here, but because I love the area. And I hope to be around for a few more years. And I don't know I'll be around long enough to wait until this thing's renovated. I rather doubt I made that more closer to five years. Because as I had my visit with Cameron, I said, just the smallest thing to say that you care, fix the bottom thing here, throw a rose bush out there. Now we have rose bushes, but you people didn't buy them. You don't spend a dime on them on the outside of having a lawn mower. And that's only on areas that face Main Street. Now we all know why it's because it faces Main Street, that we have grass. We know why. It's obvious. Everything else is pure dirt with tarp sticking up like this where you pull bushes out. That's been probably five years. And that's where the entrance that I have to use. It's just all dirt. And you know, that plastic tarp is supposed to keep the weeds down. It's been sticking up this high, at least about three to five years. Nobody will punch it. Now it might take, I was going to go out there with a pair of scissors, and at least cut the tarp down. But then I got my usual legalious nature. Why in the blank? Should I? All right. Thank you. Thank you. It's your turn. Okay. Give us your last name. I'm sorry. I think that morale is a little low. And everybody's given you different ideas of what goes on. I think Kat's got a big job in front of her. But I think we all have to remember that this is a step-by-step process. To get her in here, to understand what the job is about, to start taking care of things as far as, you know, the immediate needs and then the secondary needs and things like that.  I really hated if she got to the point where she felt like it was too much. And I'm feeling like that may be going on. And I think that's partially us. I think that's people thinking that they come first. And if they're upset about something, it needs to be addressed right away. I think that we have to give her some space. We have to give her a chance to get used to this job. She obviously has experience at other properties. We have to give her the time to learn this particular property. People say she doesn't understand. How she's supposed to? She's only been here a while. Two months at the most. And that's only part time. I understand that she's got four properties she's dealing with. She's got the two here and the veteran's property that she'll be continually using or continually responsible for. But then she has two other ones that she's coming out of that she did work at and she's training someone and she's coming out of that. She's got a lot on her plate. And yeah, I know it's frustrating when we feel like something needs to be addressed and it doesn't. But I hate to lose her because we all thought, well I know what's the most important thing that needs to be done. And we hammered at her because I think she's feeling like that. I think she's feeling like she's getting hammered at. And I don't want to lose her. I think she's got a good reputation. I think she's got good potential, you know, not potential, that sounds weird. But I think she has good skills. I think she can do well here. And I'd like everybody to just think about that and maybe take a step back and give her some breathing room so that she can actually get used to being here, get used to what she knows of the responsibilities of all the properties and then give her an opportunity to learn what our needs and wants are here at Village Place that need to be addressed. And hopefully they can be addressed in a timely fashion. But I just don't want to lose her because she's overwhelmed. Thank you very much. Thank you. I'll get the coffee. Okay, so we did have three people sign up to speak. Because of her, I'm only invited to be heard. At the end of the meeting, if any of you would like to speak, we will cover that at that point. We want to just keep going with our meetings. So I don't want to make feel like we neglected to hear you, but we'll hear you at the end of the meeting. It really kind of goes along with what City Council does as well. Okay, next is organizational updates, LHA advisory board member election. Question Director for the City of Walmart, including LHA. So this first item is the advisory board for election. We wanted to give an update on what was discussed with the LHA Board of Commissioners on July 5th. They did an O to approve the advisory board for the five-member board to the seven-member board. And they also approved allowing us to extend Tom and Lauren's terms for the period of time to allow us to actually process a line with the City Council. As I report election, there's no body in the area, but do you think that board meetings will just carry forward into that new review? I just want to give an update there. Yeah, I think what happened in there is I think Karen and Temple in performance with the advisory board process, is that correct, Molly? When they did the violas originally. So it was tied to the same. And we can leave this as we're making the other bylaw changes. Didn't see that six-word sentence. And the problem with it is, as I've been talking to the City Attorney, is we need to keep these as separate as possible from a functional perspective. So for the same reason that when we're in meetings and we need to run something when they're at the City Council meeting, then we go leading to adjourn as the City Council reconvene as the housing authority commissioners. The reason we do that is to keep that separation, so there's not the conflict into two roles. And this is, I think, the last piece where that conflict existed. And so what we want to do is just kind of strike that language, pull over the board, the permanent component of the board piece that and bring it into the bylaw so that it's within its own bylaw section and we can do it as needed. Because I think the challenge with this board is, you know, we learn things are happening and moving. And leading into those two cycles that we have for the City may not be the best approach for us, especially as we're working on projects. So, you know, we have a few developer projects that are teaming up. If we have some vacancies because people move or something, we need to bring people on as early in the process as we can, and that just isn't too restrictive for us. So we'll be working on that. More or less, we'll bring that to you all. But because we're planning with the housing authority commissioners, we're going to need to take it straight to them, which is a lot. So unless there's any concerns with that, for example, we're going to be moving on. Just to make sure that I understand the process for the election is that current people who have applied theirs will still be carried over and they will not need to reapply. No. Okay. And Molly, I was looking somewhere, the board did say there were certain positions that they want represented. Where was that? So we updated the expertise that we want on the board, both from the President side and the general community side and then also from the professional side. So that's kind of what we're going to do. Evaluations. I'm going to clarify a question here. And our lighting at the end of the advisory board positions and filling the positions, is there an opportunity that we just keep the application process open? Could you guys speak louder, please? Oh, on the advisory board, is there an opportunity that we keep it open? I don't see if we can do that. That's why I asked. Evaluations. He answers no. No. We need to open it up when the vacancies fill or when the vacancies get open. You didn't hear the question, did you? Pardon? You didn't hear the question. Let's give you speak louder. Yeah. What Gene said in this was that can we keep the application process open for the boards? And I said, I don't think we can keep it open in perpetuity. And then I think I heard something about for the residents. And so, no, we'll have to open them up as the positions are making and as needed. So, as a position comes open, we're going to take applications and fill it at that point? I think we'll have a choice. It's not saying we will do it, but we have a choice as to if we're at a point where we're at a critical juncture, where if someone is going to come in too late and we're bringing two development projects forward, I think we'll have the choice to do it. Doesn't mean we have to do it. Okay. All right. I have a question about this one. So our next advisory board meeting is in August 16th. So we'll have a development plan here for opening up that application period at that time. Okay. You touched a little bit on the bylaws. Are you going to do any more on that? Upcoming bylaw research? Yeah. So I wanted to give you an update on this one because this conversation about the advisory board member election has dug in a little deeper into the bylaws. So we've done a series of bylaws updates. One of them is more related to the LHA Board of Commissioners of Women's and specifically, removal of a commissioner or resignation of a commissioner. And some questions have come up from Commissioner Martin. We agreed to do some research in coordination with the city's attorney's office. So we might be having some more bylaws updates coming. If we need to make provisions to clarify how that the removal of resignation can work when it isn't ex-officio board and the commissioners are to see counsel. So I know that our lead and genie were there last night just an update that we were. This is on our to-do list. They're out to look into some more bylaws updates just to make sure everything is really clear and accurate. Okay. The LHA Board intent and the purpose of the advisory board and to make sure that a vice in that purpose for commissioners, the advisory board agenda compared to the LHA Board agenda, where is advice is what. We are looking for a staff and the LHA Board looking for it. So we got some I think what they're really looking for is to see on the agendas some of that advice from this group particularly. I have a suggestion. I think that's a pretty broad subject to be talking about. And possibly if we categorized quality of life and that we focus on particular aspects of it and I would like to involve the residents in determining those categories. And I think those should be addressed at least quarterly. So Molly, Lisa, whoever can now be inundated with that. But I think getting that starting that from resident perspective would be a good idea. But if we categorize it, we can focus on the issues better. That sounds good. For many many issues consistently. So how do we do that? Write suggestions or what? Is it based on the interviews that were done at the property? Yes. It's based on the interviews that were done at the properties where people came in and met with everybody to find out what the concerns are. So now what we're trying to is activate those goals into a plan. Yeah, yeah, yeah. And some of those will be best further in. So this is the too late meeting? No. In other words, do I have a suggestion? It's too late. No. That's a starting point. I'm sorry. Our resident engagement process. We are still doing that report back. I intended to do that for this meeting, but we have some derailments. That is some things that is still coming forward and that is going to be a very comprehensive way to show people's opinions through that engagement process and come up with some actionable items. So that is one. I was thinking of a review on a quarterly basis. Okay. So we'll be touching back on our large period engagement process on a quarterly basis just to get continual feedback. Exactly. Yeah, but we should be getting continual feedback. So are you thinking review on a quarterly basis per facility or at one big meeting with everybody invited? I would defer to Lisa, but it seems like doing them all at once would be a little overwhelming. We said that we could take our properties and every three months, village place and different three months would be for so much and so on. Correctly, no, by campus, maybe. Yeah. For review of all campuses and their businesses. Okay. Can that combine up with a quarterly touch that I'm going to have and then that will pull into the quarterly walks I'm getting on schedule now. We'll all be walking each property quarterly with maintenance and management. We'll get a big overview of projects and all that now that we're staffed on the maintenance side, we can actually start looking at some of these capital improvements and the new fast work that needs to be done over the next seven years. They can kind of all go into one and be like a big progress report on where we're at with all of these things. Okay. I wonder, we probably need to be longer than an hour and a half. Yeah, all of that was in budget constraints. I don't know if I have to all of this throw right in there. Okay. Okay. Thank you, Molly. Development and project updates. We've got the Homer or Macon land naming process and the request for a quote review. I'm going to get this one started and then I'm going to turn it over to Katie for some of the naming process and specifics. So first of all, you all received the request for qualifications for the Macon land at Homer Crossing. So if you have any comments on that, we will just provide it to us probably within the next eight or so I'd say because this along with the naming process, this week we can wrap up those two items that are ready to put this RFQ out on the streets. So that being done just for an overview, that RFQ we are looking for a development team, meaning in this case we're hoping for a free fabricated manufacturer of affordable housing to come forward with a development consulting is needed and just really having a full design built. Recall that this is about two and a half acres of land over the existing Carson and Lodge at Homer Crossing and the intended use here is family units because as in it's 461 unit portfolio and up to only 20... So I'm going to jump in with Molly. So Katie and I talked about this last week. This is actually an interesting one because I think the RFQ is more intended for us to see what's out there than necessarily the traditional approach that we will take and why it's different is because this is not a project that I'll use the spoke where the county was putting money in the city was putting money in and so the county was its own developer and they were going out and looking for a bid or something and so this is really a development partner and so I'm not sure we have to go out for an RFQ on this one but we also don't know what the world is and so this is really to see what the world is you know it's highly likely we may not get any responses because we were pretty specific in terms of what we were looking for but in terms of this project what we really have in hand is the land which is under the LHTC separate entity and then we have... how much did we put into this Molly? $1.5 million So we have $1.5 million which is ARPA which is the city and then the housing authority's interest is really the operations of this facility and so you know we'll see what we get I don't think we're obligated in this because if it doesn't meet what we're trying to achieve with the manufacturer housing component then we could potentially be more correct in talking to folks that have experience in that but this is really just to see what we're not seeing in the world right now and I guess we'll... see what comes in So I did have... A certification of $1.3 million So I did have some questions which I will send to you but a couple of things that I just wanted to bring up now One, can you just briefly describe what you mean by pre-fab or pre-... So what we're talking about is last year we got the opportunity to go to IndieDwell and so IndieDwell is actually it's a national group but they divide by states and so they are a manufactured housing unit based out of Pueblo and they do everything from housing designed for homeless to you know, to I would say even attainable at some levels on a price level So generally what they told us is that third-cost construction ranges from $125 a square foot to about $205 a correct volume and so basically what they're able to do is because they're building it in a manufacturing facility they're able to draw the price points down dramatically compared to what you would see in traditional stick-built housing and so what they do is they also use a steel platform so instead of wood 2x4s and things like that the base of these units are still the roof is still to design on the way but it really is just a cost issue in how to do it and so they've been doing this in different places when we like to visit they were shipping several units out to homeless and so you have what they do in designing the units what we're looking for is somebody that has experience on the architectural side and development side in terms of working with those units meaning side layout horizontal infrastructure all of those issues because it is different than normal traditional stick-built development and that's kind of what we're trying to see is who are the architects who are the developers that have this experience and working with an indie wealth in this type of situation and I'll mention that the ARPA funding is once in a lifetime funding and the city has dedicated a good chunk of that to work with housing and one of the real we'll want to do is explore these new methods this is our chance if we're going to test mine something and see if this could work for the housing authority on the city this is our chance so we really wanted to put this out to kind of see if this pre-fab is a solution that we should be looking at going forward we want to be specified rather than without coordination I think there's number one and so they call it a study that's the example that people don't like to go to you know if there's other folks that want to send out these things we want to expect that people are going to go into the next morning or something like that you know ask me if I can say something so yeah, there's only two right now I think in mass production indie dwell and fate and lifestyle are going to be said in the nation in Colorado in Colorado here's where it is different there are some in Nebraska and there are some in other states but when I met with Fading West they were based on the width of what their DOTs allowed to be shipped on the roads they were looking one of them was looking at I think it was Fading West and something in Nebraska and I can't remember the exact dimensions but they could only do 14 feet because of the Nebraska rules but in Colorado you can do 16 feet so for them it made more sense to try to figure out how to do it in Budivista because the two foot difference in width was a fairly significant square footage difference in the cost structure of this and so that's why you're seeing I think the indie dwell model where they're building this in states so they're not having to deal with these crazy DMT rules so a couple of things what was it? sorry I was thinking what this could agree with Fading West as well in the area and we now develop an inclusive part but obviously now we're in the office and the only public we would obviously we would do that you know so we would do that you know I mean it's a there's a a couple of things I have thought about is I know that we've talked about this and particularly since these are going to be family units is the child care and I don't want us to forget about that is that something that needs to be in this original thing or is that something that's going to come We talked about this with Katie. I think it needs to probably come at a later date because this is not a large parcel of land, and so we really need to have the architects and developers on board to figure out what is the trade-off. Because when you're dealing with a parcel this small, you will lose units potentially if you put childcare in there. And so we have to do that sort of analysis to figure out. But you really need your architects and your development team to help do that. Because if you put childcare in, you won't lose good units. We don't know what that delta is. And so paralleling this, separately apart for anything here, we were having different childcare conversations of the city and looking at different partners to try to build that capacity in a different way. I was in one yesterday where we were looking at actually multiple partners in a larger childcare facility. So we're running childcare on multiple fronts, but I think we need the development team to figure out. We thought about putting it in, but it's just too early to tell until you can really start understanding site limitations, parking requirements, height issues, all of those things. That will then start resolving space and capacity of what we can do. I just don't want to lose sight of its convenience for the people if they've got it there close to them rather than having to go across, which is saving gas and all of that. So I just don't want to lose sight of that. One of the other things that I was wondering about is, and maybe it's something that comes later, is I notice that we don't ask them whether or not they have had within the last five to ten years penalties or judgments against them that would maybe have some sort of a negative impact on whether or not they would be able to do this. Is that something that is even considered or is that something that... Yeah, we look at that once we start digging into this. This is a little bit different than a bed. So a bed, you kind of do that. This is, we're just looking at qualifications and then we'll bet based on what we see. So I think it's great that we're moving forward with this. Sunset campus. So I missed that earlier, but once they run back on your health here within the next week? Yes. Yes. I want to go back to this to your point and probably some things like that. You know, one of the things that we're really dialing in organizationally is finishing on budget on time. And so we're really looking at that information because right now with the financial pressure we're seeing time this month and it's a significant issue right now. So overall ability to move is going to be a big thing for us. So yeah, those are all things we'll look at. This is for this and other future properties and we do want to do, you know, an inclusive process here. So properties, if we want to put that name in the out, how would we go about this? And so we're going to live in our marketing group, but ahead of this meeting, they weren't available. They had some staff time off as we kind of set up. But it didn't look so heavy on this before, but I didn't like that in flow. If anybody kind of happens to be in school again, the process would not be about our talent and put it together and come back with some like top choices. But I think to start as far as thinking about what we want this opportunity to be, what kind of positioning, what attributes they're hoping to have with this family property. So a couple, you know, just the first two that I put out there, they're obviously family friendly, but I don't know if anyone else has attributes that they came up with to kind of kick off this process. But just in general thinking about what kind of space we want this to be towards that showcase that. So I have a question, not having been here for years and years and years, who owned the property originally? Was it over? I think it was Lila Stewart. The process I was kind of going through here was thinking about where the attribute of the local property has. And then my colleague had a statement that she went out related to obviously tying into the app overrusting that we have now between a lot and her stuff. So kind of falling off that is obviously an option. The village, the province, the homes were just ones that we kind of threw together. And I know Lisa gave us other ones as well. Each one is a good one. And then obviously also mentioning tribute to Kathy. That's it. Yeah, so I will speak to this one. This is totally thrown it out there. All of this is just, it's just ideas for inspiration. I did, at one point it was jokingly, I said that when Kathy Feather and Roni are housing and homeless and supportive services folks at the city that just put in decades, I threw it out one point kind of as a joke. Being after people, we tend to do it posthumously. And there's a reason why we don't. Because you never know what's going to happen. Exactly.  Well, at most places when they're named after somebody, it's because they've contributed millions, you know, when they get a bill. Yeah, you know, that's an interesting thing. It's an interesting thing when Arlene does what we used to own it. Yeah. And I went, why was Stuart? I went, huh, maybe we talked to the Stuart Foundation. I think we would have a better chance with the Stuart Foundation on this one because it's family housing. Yes. So the Stuart Foundation's big interest is University of Colorado, Long Island Museum, and anything related to family and children.  And so it may not be, so back to your point when we think of child care, what we were also talking about is maybe there's a transit component to child care where we pick up the design locations where they consider the economy scale that we can pick up. So that may be, actually, that may be interesting. Gene and Molly, they may want to try to reach out to Jim and go, hey, here's what we're doing. She used some of the land. Are you interested? They're real kind of making rights with that, though, because they're really focused on that for the Stuart Foundation. Yeah. That's a great idea. Yeah. Because, yeah, it would be nice if we could kind of tie that in together with the land. Okay. So that was a good suggestion because it wasn't until you asked me that question that I realized, oh, it was Lila. So that entire area wasn't developed by John Cook, but Lila owned the land. And I think that was related to the radio station itself. So that tower was connected to the radio station. And that's why a lot of times on the Denver station, you'll hear Denver and Lawn Mower or something. It's because they acquired this station for broadcasting areas. So yeah, let us think about that. Okay. Good suggestion. Okay. I think some other ones that, you know, they have been crossing, which is a little more for a younger audience, Google Village or Google Place, Geographs Place, Geographs and Comments. It's just a more, you know, just general name. It's good, I think. You know, if others have names that they want to throw out, kind of go through a rating process or how we're getting sent. So I think that at this point, if people... Molly, Jean has a question. Molly? Yeah. What's the time frame on the naming? Yeah. If we want to do... We're asking this question. The reason we're asking this question is because once you get to the Lawn Mower tech world and the names in it, it becomes remarkably difficult to change the name. Yes. And we're finding this out with... Yeah. So on a Swedish project, right. So we started it off, and that's why you can keep hearing the sunset hikes, because that's what it started off. At some point in the contract, it changed it to Bluebird and we all went off, you know, and now that we've learned that process is a bit of an administrative nightmare. And so that's why we're asking the question to go... We don't want to do that. Yeah, because I like the idea of using the Stuart name. And, you know, I'm ready to move that we do that if at all possible in their group to it. Why don't you let us see if we can... Let us see if we can do it. Yeah. So that's a priority. If we can do that. I think that was kind of one of the bigger questions I had was, it's, you know, we... Or we really set on doing the blank apple processing with the other two properties there, or we open to other things. I think that's, like, you know, and obviously it's super grandly out with that, which was obviously fine, but I think that's the thing. Why not probably not out of any of the properties out there? I just know, just in history, while we've done with them, they're going to want to be involved in that. None of the foundation.  Isn't that the importance of the money? Yeah. It's worth it. Yeah. Can I accept it?  The value for the Stewart Auditorium from the museums was probably in the neighborhood of my $5,000 or $8,000. Yeah. Or $3,000 or $3,000 or $3,000 or $5,000. It's a lot of money. Or you have the Kaiser permanent neighborhood in there, which was just around, it was $250,000. So, you kind of look at investment and what's the investment piece and things like that. Yeah. And knowing their interests, then they go, well, we want to build a playground.  And it would be like, you know, Delilah Stewart Playgrounds. So, that's their association to do it. Yeah. So, then they maybe have no interest in it. Yeah. Okay. What I'm thinking is, if you're going to have a child care facility on site, you can't call me the like tech dollars with that. So, you've got a gap financing funding to go to commercial use. And if that's something that they want to contribute to, that fills that gap. Yeah. That's what I'm thinking. Yeah. I like the idea of using the facilities we've got and aligning with, you know, companies are already providing child care and providing that transportation. That would solve our loss of unit kind of issue and the net technician. Yeah. Yeah. That was issue here. I mean, that's what you saw, I think, a lot more through our home funding into this one. No. And then I think we also had UCBG funding to help bridge. Yeah. Because the like tech wouldn't cover it. And so we were gap financing on this. Right. And it was a few years of back and forth. Yeah. I don't think they'll allow me to put it in there. I don't know the cost of this building. Oh. Because I just keep approaching more money. Yeah. That's a product of the market. And I think that happened over the past three years. Hopefully we'll go through this again. Yeah. Foundation, see what we can and I'm going to get in touch with there. I would like to know from this group at least get some feedback on the desired attributes for this property because that could feed into the RFP as well. Do we have any thoughts on that? I do. I think we're targeting families for this property. I think creating like a nice safe space that's internal for like a playground would be nice. That way parents can let their kids run around and not have to, you know, keep an eye on the third year road and worry about cars. And then just having, you know, nice welcoming space. I mean just welcoming and inclusive of all family types. You know, family, we tend to think of people with children, but not all families have children. Some families are a, you know, caretaker and an adult. Sometimes it's an older parent taking care of a child with an intellectual developmental disability. So making sure that we're inclusive of all these types of families. What about local conveniences, grocery stores, all of that, the convenement market convening and kind of convening into the kind of things you need on a daily basis, a weekly basis. Yeah. Probably one of the best locations we have. So you have Safeway across the 17th. You have Walgreens immediately adjacent to it. We're starting to see more restaurant development in, you know, Robin's. I mean, so there's probably more here than other places. Yeah. And it's like they're next to the bus line on whole work. Right. So yeah. But that's what it is. And are we planning on doing like a digital task for our residents? No. We don't do that. Part of the problem is, and this may be more conducive for it. If you don't live in the L.I. People don't use it. There's a lot of challenges. There's a system here. Unless you're on Main Street or maybe 17. This one's kind of a stretch, maybe. But one thing that I have my eye on that I would like to buy one day is one of those electric bikes with the big bucket on the front or the seat in the back for the kids so you can get around town on a bike with children in tow safely. And one thing we're looking at potentially in new developments is having sort of a bike loan program because those bikes are anywhere from $5,000 to $7,000. So having one that, you know, family can check out or rent would be kind of cool if they wanted to because that's not something that they would probably pour on our own or choose to buy. I wonder if we should be looking at the ability to charge electric cars and having that infrastructure. Yeah. Which we're probably based on the state's bills that are being signed going to have to update our code to the 2021 which is going to make everything PV and PV ready. So like here we have 5 chargers, 5 EV chargers for 10 cars. And at the ability corner we're looking at having double what's required but only half set up and half wired ready to go in case it changes in the future. So having to sort that foresight. Yeah. Because we don't have anything like that and that's when the birds change. Yeah. Yeah. Yeah. Yeah. Part of what we're looking at because we own our own electric utility. Yeah. It's a slightly different equation. Okay. And what we're trying to figure out is we're transitioning to more plug-in hybrid or electric vehicles. Our fleet department's actually looking at the concept of putting level 3 chargers in that we could use for city fleet but in budget I talked to them about making them accessible to the community because so I just got an electric vehicle. So a level 2 charger, so a straight-in plug-in takes about 13 hours to get you to where it needs to be. A level 2 charger takes about 6 hours to get you where it needs to be. A level 3 charger will actually do it and so like we were at 30% and within 45 minutes we got to about 80. And so we're globally evaluating from LPC because there the ones that are building infrastructure to do it is to, you know, that combined with the fleet, what starts making sense is it more level 3 chargers or is it level 2 or a mix of the two because there's differences in that. So we will tie that into our conversation because you're right, I think that's what we're building. And then we have a car share here at Village Place but I've talked to them and they want to expand into where we have PV charging points. So once we build a family, we do the car share program there and they just have to have a bullet car. They just have to have a valid license and they can run the car for dollars an hour. Yeah, okay. And the thing we've got to figure out too so like when you look at Charge America or any of the apps so like the one at Village Place shows up as a charging location for the public and not Village Place, the one at Spring Creek and the one up at a charging place for the public. We've got to figure that out in the sense of is it or is it a mix. And certain grants include you from saying it's only for our residents. Really? Yes. Depending on what grants you get, grants to pay for it, there are certain requirements like the ones at the spoke. We decided because looking for the cost of the cloud and the maintenance or charging I think it's a dollar if you guys are one of the city sustainability coordinators that have an hour to charge and then for our residents we give them a code so they can charge for free. But that might be the way it goes but if there's constantly people from the public in the spaces your residents don't ever get to ask for it. And we have a two hour limit on these so that you can just park there all day. Right. Yeah, there's a lot. There's a lot of nuances in the charging stuff. It's, you know, free. And I don't know how they funded it as my group can follow up or we're going to have to figure that out. Because if they use other funding sources then that we're specific to sustainability or EV chargers we may have a different issue on our hands. But we weren't involved in those so we've got to dig. That was a little crazy. Yeah, that's not, I don't think that may be a little too. So, I don't know. I don't think we're getting her her desired attributes though so we should probably focus on her words. Sanible, transportation oriented safe, inclusive. Definitely safe. Welcoming and she had a writing. How about accessible? Yeah, especially we're looking at the definition of what family means and what that includes and inclusivity. And what's the newest one that we're trying to factor in is visitable so that people can visit.  They're visitable by people who need it. So not just who's going to live there but who's going to come visit. Say that five times fast. It's not really words. Visitable. When we don't start doing it, to start with, we put out the RFQ and we release a summary that we want to name it but put it in a placeholder for now just to be able to form or not as far as partners go and come back to the name. Whether it's your concept that fits in or so. We have what we need to develop. So generally what do you think about this two-cager exercise to organize thoughts on the convention because we have the as Carol mentioned, a sense of high blue alert placeholder project that's next on our agenda item and the developer element is taking the lead in coordinating the feedback process for maybe but we were exercise is valuable we could use that to organize our thoughts as staff and the advisory board and whatever. Side two for sunset, set their actions and their names and then we can send that out and say okay now I'm rating them so it's not just me rating the groups and obviously I'm rating you I have a short name but then everyone would have a list of names that people came up with you can rate them, give them back and then I can pull out this is what kind of this is what goes to the top a better way to do it as opposed to everyone I'm just filling out theirs just provide the names first and then the rating comes at the time of their release I like that okay several groups, LHA wants to submit yeah I think we're meeting next Tuesday so I'm summarizing what we just said and then you guys can respond okay moving on to six which is is a standing up agenda item which is items for input to the board of commissioners okay then the next one is another standing agenda item it's not part of the LHA work plan for goals nothing for those here from the staff sure okay one of the things that came up down a lot of the interviews well I know especially the ones I was referring to whether I wanted to or not was the via transportation that we used to have and I would like to I'll use the term advise that we look into starting that again but on a reduced scale possibly instead of twice a week maybe twice a month and see if we can get that into the 2023 budget but I'm also looking at the need for us to know what the demand would be as a property so that might be the starting point so let me just talk a little bit about that as well this is something that and I did interviews at three of the different places so this is something that came up and over the last year that I have been involved in this I've noticed that it seems to me that things are just moving a little bit slower not having known what was done in the past I had asked Gene to give me some feedback on what was done in the past as far as the year goes we were able to meet with Via and talk to them about can we start this again and if we can start this again what are we talking about as far as cost goes and what do you guys think needs to be done to get this moving forward they are definitely open to starting it again and because we had suggested that instead of it being just you know whenever somebody calls in they want to go to the grocery store this is really what we are looking at now is grocery store and so like Gene said we do it a couple of times a month on a specific day so it would be the second Tuesday of the month always that day have that day reserved for the different facilities and we would determine what facilities are interested in doing this so Spring Creek River as the meadows what we need to do is talk to them and so maybe Lisa when you are setting up your meetings we can kind of give us a couple of minutes to say we would like to have an idea of how many people would definitely be interested in this it would definitely be a sign up so that via would know ahead of time but if we reserved the day we definitely got the vehicle so that we are not going to be scrambling to say well gee I'm sorry you know we thought we had the vehicle but we don't. If we reserved the day we definitely got the vehicle so if we started it out and what we would like to do is we would like to get it started this year so we and I know that the budgets are already done for this year so we will probably ask the city council if they can cough up a couple of dollars we sort of figured that probably five thousand dollars would carry us over via charges ninety dollars an hour okay and we figured that just just guessing we figured that maybe six hours with a day would do it so we based our budget suggestions on that going forward because you guys are looking at budget we were thinking next year same amount of money possibly about fifteen thousand and we're asking that because if this goes and goes really well then we may go more than six hours a day we may go seven and a half we're looking at an hour and a half so we would pick somebody up and ask them those we would take them to the grocery store go back to one of the other facilities and just continue in this way pick them up bring the other ones back we figured we'd probably do it that we could handle this so just so you know we've kind of set the thing and said can you do this and they have the vehicles that could take ten to twelve the vehicles are already here in Longmore so we wouldn't have to worry about them coming from Boulder or Denver or anywhere like that so that's kind of where we're at as far as transportation goes so we kind of want to throw this out now and say I think it would work I've seen this work other places in it apparently it has worked here in the past before so it's something that we kind of should they have 88 buses and so what happens what happens with that is if somebody is in a wheelchair and needs to go then that means there's less space for somebody else it takes out two seats and walkers yes it's accessible with walkers but the walkers they still have seats more seats available whereas with the wheelchair they do this too so they wouldn't allow more than two wheelchairs per ride so if there were two wheelchairs at Aspen Meadows and then they needed more they would just swing back around to Aspen Meadows and pick up so yeah and I work with similar programs and I have set up sheets already I have buses to seat your stuff like that so they expect to be working more with Kendra and Vi to get more information yeah I think excuse me there's also a registration process so anybody that wants to make sure they're registered would be a and that's a simple one page not a problem for their liabilities and I actually have my ability forms for my whole company yeah well I mean we already fund via the city and so not to be Debbie Downer but I'm going to have to be Debbie Downer right now incredibly concerned right now about the budget and the budget next year just because you know right now where we are on the city budget we're seeing the labor market move so Towers Watson made a national projection of 4.11% increase in Towers Nationwide the Front Ranger Colorado tends to lead that where we tend to not be the bottom of that where we tend to be on the top and so you know generically we're now moving at speed on the city side to understand that piece because it is not beyond the realm of possibility to go we're going to see somewhat of a 5 to 6% pushing salaries we then probably we paid 102% so you know we shift there and that's almost looking like a 7% increase in salaries we already know that we're over budgeted on snow removal and some of these other issues and then everything is going up in pricing so just to say kind of where Kendra and I are going to have to do on budget is just to do our base level of services we think we're going to be stretched and it's going to be by property and so for example AMA AMA in this property are not doing well in terms of the rents and everything else that we're bringing in and so just to say we've got to keep that budget in the framework because I would caution against doing something that we're not able to do in perpetuity and we can't risk the foundation of what we're doing either so just plug that in there everything that I was it's an interesting year for us and in terms of the city you know we're doing well I looked at Jim yesterday and said do you ever think you have a budget where you're doing well but then you're pushed and so I would say we need to be cognizant of that as we're looking at this because inflation is just a killer right now well and just so you know that we didn't find anything we just talked about finding out and it is critical I really believe it is critical to pay our people so that we can keep them because continual movement of staff is not good and I think that is definitely critical definitely so budget that's for me for those two days how would the process work would it be where do people have to register and say I want to be picked up this day and there's a limit of 10 or 8 depending on you know what they need 80 a access and then it would go to each property pick that all up it's what I was thinking yeah they can pick up like say they're not holding stuff up ask them to get some people there drop off at Walmart, head over to the whole properties village place pick up drop off and then pick up whoever is ready to go back to their property and then kind of just do a big old loop around town yeah yeah I feel like I said grocery store forever but I've done this in Las Vegas and we had a property of 383 units and we allowed 4 hours of a loop service and as long as the driver is going in the loop and they have to take their 15 minute break we could accommodate everybody if they were not back at the bus at the final pick up and we would tell them you have to be back at this time meet the bus at this time you're responsible for your own way and I've seen this also work in places where I've been and they have enough they know enough about it that they can do it it's just whether or not they have the funds to be able to kind of get in this way and you need to bring Phil bring well down because when you understand what because Phil works with the F and the city side and there may be some overlap in this that you can figure out but and the other thing is finding out the interest level in each property because it might be a property or two that they don't want to and that cuts down on the locations and you know from what I've seen being had aspen meadows and maybe the over properties and the sweets they want more access to Walmart where they have purchase a little bit closer to them but Walmart's a little bit further especially like the over properties and the sweets and all that they have to drive but we need to start the surveys just to start the activity and we got and we got to figure out that as we add properties you can't leave them out so then the added component we got to figure out how then someone's rebuilding the pro forma for when we take over Christmas you know we're going to add those to edit or when we build the month over so the services naturally will end up expanding so we got to kind of think through that whole model of what does that look like but I think it's something we need to do I think to your point about SLO I think the challenge that we frankly have is that I think we're just now where we're stable financially and that's the challenge and I would be my job is also to tell you and the board what you need to hear, not one necessarily if you want to hear and I would just say we need to kind of keep an eye on stability and maybe we figure this out and go we think in next number of months because you know it may be something we can do from the general fund as the development revenue starts cycling in of course not property based but it may be, now may not be the exact time it may be next year what's the we realize the cycle of the development revenues coming in for Christmas I hope I mean there's all these things we've got to figure out yeah just how will we my job is already starting to have right increase talks because we haven't had a right increase for multiple years and so we're looking at that and how some of these properties are really being offended budget year this year because the price increases that we're seeing from the beginning of the years now we look for appliances and every day I just wait and see it's ridiculous and every time you go to the grocery store yeah well as we get on up our suppliers are going up, signs that we supply for 12 dollars are now $30 so we wanted to throw this out to you guys and say that it's something you could think about when you're building new properties it's something that if there's a way that we could even start it this year the pandemic we hope is sort of going away and people are starting to come back and wanting to do things and so we'd like to help a little bit okay alright how do we know what time it is we don't have anything if you'd like to go down there okay so that's just reports okay moving on to LHA report looks like this is moving forward yes the opportunity availability report we did have a little bit of June on the increase our occupancy back up to 95 we're aiming for it to get to the 98 I'm hoping these never start going up even more now that we have a whole maintenance team on staff that relates back from medical needs everything for maintenance so they're full going at it and these maintenance terms then these numbers are based off of June so looking at the vacancy some of these vacancies have been filled but there's been other vacancies come up I did add to the report this is more for the Board of Commissioners City Council 20 to know more about the MEP and data units and where we stand week 7-11-0 the reconstruction of the unit is expected to be completed by the end of this month early August that was the one that's a roll over from 2021 7-11-4 the cleaning vids are starting cleaning today on that one that one's actually it's cleaning and running out everything that was coming down that's the that one of the suites so they're starting that one today to start demoing that unit 7-3-3-0 was reduced back to us about a week ago so maintenance is in there turning it and it's already pre-rented resident holds to move in by the end of this month Aspen senior 305 the cleaning vids are signed and they're moving to start on that at the end of this week beginning of next week F3 over at the neighborhood the reconstruction is in process they expect to be completed by the end of August and that will be a manager's unit so she will be moving from the suites over there and then Spring Creek 106 that one was just released back to us that unit just needed a light cleaning maintenance has already been in there and it is rented as well can we back the minute to ask the senior that has happened since the remodel yes and then we had two bad units that's adding to the prolonged vids yet some of these sites the lodge we had one that had heavy urine damage we tried to clean the flooring and everything but it ended up we had to rip the flooring out, seal the flooring and living on new carpet the carpet crisis has doubled and then we had a three bedroom unit that was in the fiction they left it really bad shape everything has to come out carpet has to come out so we have been doing that all in house ripping out taking all the furniture out breaking down, exposing of it so that unit is taking a little bit longer than a normal turn so with you guys being able to go in and do your yearly checks on houses we should really kind of cut down on some of this yes some of this will be especially the house keeping issues stuff like that we're trying to really break and work with property and mental health partners as a consultant even when it's not one of their clients even if it's at one of our other sites they're really going to step in and help consult and work with the units as well I'd like this I'd like the information down here yeah part of it is so the AMSA meth is a little bit different because it's probably a clear path to deal with that one because we remodel renovated we know it's clear and it's not clear and I think that's part of all of these issues we're trying to figure out the accountability piece and the sense of at what point do we go to court on these issues and we're going to set it up because and it's not just meth I mean we have a unit and another property where it was massive amounts of animal species and there are cost of these every time there's cost of these issues that is incurred and at the end of the day you know as I talked about this last Friday the issue that we're running into is it's not just them what they're doing is impacting the ability of someone else to be housed because units are off wide which is ultimately impacting the community and so we are really trying to figure out what we do to get hold of this and really set expectations in terms of if you do this, this and this here's the accountability that's going to come with this because we've got to reframe this on the yearly inspections you know we are probably, we're touching a lot budgets in these conversations but it's probably easier to do that so we're out right now for getting close on insurance we know the insurance is going to go up in large part because of the fire we are incredibly concerned that we as the winner whether or not we will continue to have our meth insurance because more and more people are losing that and so there are some really big issues that if they fall it's going to create a different bunch of challenges so we know insurance is probably going up but if we lose the meth insurance we're probably going to have to shift our we'll see how the reserves the replacement insurance we're probably going to have to really start amping up the replacement reserves because then we will have to cover all of these costs to turn and and so there's a lot of things a lot of dollars that depending on where they fall ending we put us in a negative position on the budget which is there's no mechanism to absorb it so if the budget at spring creek is doing really well we can't use that budget for this facility because of the way you structure it in the fields and so we're going to have to start looking at all of these revenue sources based on the expenses within the individual properties and it's even more complicated for the lodging hearthstone because we have to anticipate that and submit it to HUD and they have to approve it because it is a 202 property and and so I think we're going to have our work cut off of course we need to continue, right? Any questions on the occupancy availability so we're going to run out of time here so can you just kind of give us a real best overview? Yes, for the property updates we still have our fair housing training coming August 11th which is going to be big we all should have that in place for that let's see we're still talking with insurance and then turning it on the vet procedure kind of like he was just kind of and let's see we have a lot of this on here but I think that was started this week is we had a contract come out and look at all of our ADA accessibility UFAS standards throughout all the properties gave us a very detailed list of what needed to be done we started on that Dave and I had gone through anything that was less than like $100 to KTR we've got it on schedule to get those little things and a lot of them, even though they cornered us $100, $200, $300 we can get it done with stuff we already have on hand or it's just our guys moving the toilet paper wrap over covering the whole so we have all the supplies we can do that in-house so we're dropping on that faster so that's a big thing You're still dealing with evictions Yes, I'm still on court every Friday we're still only allowed two evictions for LA, well each company is only allowed two evictions per week so every Friday morning at the courthouse, every Wednesday we work with the Sheriff's Department to do for those who we don't come to an agreement in court or a mutual rescission is inside where the residents leave on their own and we have to have the Sheriff come out those are typically Wednesday through Fridays and we're on the Sheriff's timeline they kind of tell us so it's a team effort that Sheriff was actually really impressed with us again of how SAS LHA can work bit and get everything out within standards and codes but my team is really cool together on these, they get out there for a property at 7 o'clock in the morning building boxes, getting ready it's not what we like to do but we do get in and get the job that and nobody complains ever we just get in and get the move we did have to buy some more PPE, respirator mask and we've always had gloves so we've got a heavier duty work glove pickers and some of the stuff that we have had to move and touch it's not fun and some of the smells and some of the units mine did have the staff already sick last week but we think it was the heat warm anything moving people out when it's up to degrees out it was not fun we did do that a beautiful thing Briarwood Veterans Community Project who is using the old office space there we partnered with them and bought supplies but they have a group of volunteers come out and redo the whole community area outside the awning, the ramp up into the awning they have Veterans Community Project place their barbecue out there and they're inviting our residents into events with the veterans so it kind of landscaping for the community at the atrium area out there I think the only thing I wanted to add to this is I think what we're seeing I'll attend again into these evictions is and we got a few years out is I think we have a lot of people that moved from single-family detached homes where it was your home you could do what you needed to do moving into a multi-family environment where they can't do just what you used to do what you want to do because we're having to manage the entire facility the livability for everyone in the unit and those types of things and I think the crux of what we're dealing with is that and in the lack of respect for the others in the unit because generally that's what I see as being the underlying cause for this and there's not a place that's immune to it but that's why we're using chronic and things like that because you know it is here's your space but even within your space it's not completely a free-for-all where you know the smell is permeating the adjoining properties the hallways these types of issues there are rules that are in place and I think we're just going to continue seeing more of that and one of the things we do have in place is we call it kind of the pause and we've talked about it a few times the health and retention team if anybody, the manager the resource specialist for the senior center the manager, me Susan Spohling who runs the city aviation if any of us see something and be like hold on before this goes forward, even after it goes forward we need to discuss this kind of a little bit more what's in place, who's helping this who's all involved and we've really had some successful ones that we had in a fiction granted two, three weeks ago and we had adult protection services involved and they said, oh this isn't a case for us and the son finally stepped in, he's like hold on, what can we do so we all met, there was a group of, I think seven of us in the room, we sat down we kind of walked through a plan the resident is now current on rent paid all the attorney's fees paid everything, the family stepped in, the family's taking over the residence the financial situation to make sure that she doesn't end up in the spot she had she had the funds, she just didn't want to use them towards rent but she's now, she's staying house she's not being evicted we were able to vacate that judgment and we're doing that with a few so we try to sit down with these mediators we've had some come out from bridge to justice out of Boulder County and we'll sit down and we'll kind of work through a plan try to set up some agreements prior to court and if the resident can keep up with the agreements then we won't go to court and won't vacate that but if they don't keep the agreement and if they're causing a nuisance to their neighbors and say they keep on doing it even after the agreement signed then we obviously have to go to court and I tell other residents because we get a lot of pushback when we're doing the lockouts and last week my staff kind of got a lot of people comments coming in and out of the elevator and it was a group of residents but we said it's not that we're doing this against this one person we're protecting everybody else in the building from what's been going on the issues that's happening because a lot of it's the smoking it could be harassing after hours during business hours but we're here to protect the other residents not just playing with our residents communication is key and you know it's like when you supervise people and you go into a disciplinary procedure you know it's not uncommon but you know what you're doing is to me and my answer is I'm not doing this to you I don't want to do this you're pushing me to do this and that's really kind of the situation none of us enjoy it but you're creating a situation that's forcing us to do this and we get a lot of chances probably more than you would get in any private multi-family situation which we get a lot of pushback on that if people get back to where I've been we're balancing you fast because I want to give people if anybody wants to speak about it in a few minutes so really the accounts receivable I just started looking at which ones are increased you know a lot of it's due to increased charges because of the past two collections and people going to evictions so that's kind of what's currently having with the accounts receivable for the financials as Lisa mentioned as well we have three communities as the mental neighborhood, the lodge and Spring Creek with really high vacancy dollars to where they're almost over budget for the entire year so a lot of that is having units out for math we have had an increased where tenants have passed away and in that case we don't have a notice so we're not able to get it housed fast enough and with the short staff in the maintenance department so even the terms are not happening fast enough because of the short staff so that's kind of why we have high vacancy dollars we have three expenditure concerns we have a lot of snow removal for some properties be our over budget so we're praying for no snow in the winter months the fourth quarter of 2022 for others that aren't over budget we may have one pool so one snow over so that was definitely a learning lesson and we'll probably have to increase that budget next year we do have an issue with our janitorial which is anticipation was to take our janitorial in-house so we can have a staff member here four hours a day all the properties and we are just having a really hard time actually finding somebody to fulfill that so we have a third party that we're actually spending money towards and it's beginning to go over budget because that's obviously higher than what we anticipated with the staff and benefits and then the other one is background fees I don't think they were doing them as thoroughly as we are today so we didn't budget them enough knowing that that wasn't happening but we have some things in place to limit some of that but we'll need to increase our budget next year for those backgrounds whether it's for criminal or employment that's great it's primarily done in HCP yeah it is primary but there are some other properties that are high cost to leave and we are seeing an I'm starting to see a significant increase to lawyer cost to all of us with that said usually those costs get transferred to the tenant but in hindsight probably we won't be getting paid and that's a critical point because what we're seeing are one of our hard obligations and what we need to see and what we need to report so we we have three cases that I'm going to be meeting with over the next week one of those $12,000 in rent the other thing that goes is $8,000 in rent and another one was around $6,000 so I'm getting a rent or a list on the HCD piece so I told Tracy anything over $5,000 I don't want to have a conversation with her because we also have an obligation in addition to those three we have turned over one to the office and inspector general because technically those are felony cases and what they owe and so our obligation under the HUD rules is to make sure that we're in compliance with the rules that people are providing us with documentation so that we can assess whether or not we're getting in the right amount of money and when they don't do that then it is our obligation to follow up on that whether it be what they're paying the rent or what we're getting in vouchers and so we are probably stronger than the housing authority that we've been and we're catching them and we're moving on and so we're having some conversations and I weigh in and saying here's what I need you to do similar to other issues you owe us $12,000 here's your payment arrangement here's what you're going to do if at any point you default on this we're immediately turning it over to law enforcement whether that's going to be local law enforcement or the office of inspector general because if we don't do that then we jeopardize all of our federal money that we have in this and so I know a lot of people don't like the bureaucracy that comes with this but it really is ensuring that we have the funds and we're using the funds appropriately so that we don't jeopardize those funding sources into the future considering that you have not been able to do anything for about two and a half years as far as evictions and stuff like that I'm thinking I'm just guessing that that's why your lawyer fees are so high now and eventually they're going to go down hopefully assuming that their rates don't go up like their rates don't go up I mean it's like that part of this because nothing was done for two years so when others set off of others bad and we're like well nothing's happened to them I'm going to do it too but I think as presidents see us taking action now and actually going to court and seeing these people vacate or I'm being forced to vacate that is going to make people reconsider their actions that's a little bit easier and so you know the tangible effect is generally what we're seeing is the call for service or placing fire is down drastically down on all the problems so we're seeing some immediate impacts but it just takes us a lot I think time to get to a more permanent and lasting impact and so we used to have when I started at the end of 2020 I think on an average there should be calls a week now max a week is 20 and those who love for checks, medical calls fire department we have to help people out so that will lose everything so the actual police also gone weighing down significantly maybe one or two a week so the voucher thing is oh the fact so yeah vouchers that's just kind of a we're still at a steady beat for some odd reason there are more that lose their vouchers then we can get that we've almost exhausted our entire waitlist and a lot of people that got on the waitlist were hearing nothing there's no response so maybe to move out of the area because it's too expensive to live here or we had a lot of outside, a lot of different states you know trying to get a voucher here in Colorado so we're still working they've sent the vouchers out we have several people looking right now that are still in the process most of them have had two or three extensions on their voucher because they just can't find landmarks or places that they can accommodate the cost we're allowed to get them in for their market price so it's a struggle for sure we are looking we are looking or talking about we have additional PVP vouchers but because we're almost maxed on our voucher account right now it would have to be kind of on a one drops off is looking at some of the properties like Village Place if you can vouchers that those are the two that don't have any that might help boost up some additional funding for those properties so that the residents who have the lower animal rights because as we're looking at the rent increases we're actually looking at the household incomes and what percentages are in the building versus what's actually living there so we're looking at that project-based vouchers could help Village Place residents and the hospital that will see your residents and part of what I'm going to do is we're building a data analytics group and one of the things that so I have a little bit of people that have vouchers at Longmont they tend to be over half, we have a lot of older housing partners at Longmont County that have vouchers here because Longmont's the most affordable place so I'm going to get an inverse pressure on us and so I'm going to work with our data analytics group to try and get a sense of what vouchers are we seeing in Longmont who are they from where are we seeing the voucher spread throughout the entire Boulder County to try to understand what that push and pull is going to be and maybe create a thought, maybe I need to have a conversation with older and the commissioners to go we need to start spreading these out because now we're just running out of places here for our voucher holders because of the amount of vouchers we're having coming in but Kendra and I have time to do it so we'll bring some of our data books to sit this on here and do some of the studies that's really a pure analytical look at this to figure out what is the push and pull in it. Do you want to say anything more or I'll just open it up for anybody who would like to speak for a few minutes we just have 7 minutes 7 minutes hold on did you so we've got 7 minutes if anybody wants to just say something while we're here raise your hand tell us who you are we've gone a little bit beyond our time here we appreciate all of you being here nobody has anything yes ma'am yes did I hear that some people who have not been around for me has been up to 6,000 8,000 12,000 so I got caught in the covid issue in the non-addiction so you couldn't evict during that time we just left those numbers and there are several actual tenants that even had high balances but they were able to get rental assistance through the programs that were available through Boulder County and other agencies so it could have been much more that was going to eviction but they were able to get on top of it with that additional assistance that was released if there's anything else it's just you and me so I guess we're better than Jeremy yeah thank you next meeting is 16th of August


I've just returned from Central Kalimantan province here in Indonesia. We were in Simbangal National Park, the most beautiful place. It's home to amazing creatures like the hornbill, the sunbear and almost 7,000 orangutans, the largest population on earth, the forest man, 90% of the genes of all humans. It's also home to massive peatland forest ecosystems that support these animals. Not long ago, unfortunately, Simbangal's peatlands were imperial. Between 1980 and 1995, our 85% of the forest was destroyed by illegal logging. The draining and the damage will take a long time to repair. But what I saw there now gave me a lot of hope. The Indonesian government, led by Ibu Siti, the environment minister, is making efforts to restore water back into the ground and reforest the area. And these efforts are part of a commitment from President Yokovi to restore 2 million hectares of peatland by 2020, a great goal and ambitious goal. We need more efforts to restore and protect peatlands. Peatlands are found in 180 countries and contain twice the carbon of all the world's forests. And they do more than help prevent climate change by storing carbon. The peatlands regulate flooding, supply useful forest products, and they give a home to many threatened species. When sustainably used, they can also provide livelihoods for the generations to come. But they continue to be logged and drained for agriculture. Slash and burn clearing is a cheap way for farms to do so. But the long-term costs are huge. When peatlands burn, emissions skyrocket. During the major forest fires of 2015 here in Indonesia, burning peatland released more carbon dioxide in one day than did the entire nation of the United States of America. Over half a million people developed respiratory problems. Children were suffering. Many can learn from the Indonesian experience, the good and the bad, that fortunately more and more from the good. And that's why you are here this week. I encourage you to share your experiences, to improve on practices, to innovate on technologies and to inform policies. South-South cooperation and global partnerships like the Global Peatlands Initiative are crucial for this to happen. For biodiversity, for the climate and for people, we need healthy peatlands. I hope this event will be another step in achieving that worldwide.