Call the order. Well, I just did that roll call. There you go. You want to do that? Yes. We have Tom DeVee, Arlene Zordman. Yes. Jean Christopher. Yes. Lauren Ceeley. Yes. Molly O'Donnell. Here. Lisa Galanar. Here. Kendra Daniels. Here. And Tracy DeFrancisco. Here. All right. Number two on the agenda, Approval of Minutes from August 16, 2022. We'll have a motion. How much do we do? OK. Plus, I could have. OK. Do we have any discussion? I just have a question. On number five, which is Development and Development Update, under Chrisman, it's just, I need to understand this in my mind. It says targeted to finish November of 2023, but then it says we'll get people pre-leased before November of 2024, which is a year later. Is that correct? Should be pre-leased out probably. Like it'd be leased out within the year. OK. Well, no. I think it should be 2023. Yeah, they should both be 2023. OK. Because it's going to be finished at the end of November. Yeah, at the end of February. November of 2023, you'll be set up. Any other discretionary changes? All right, we'll have one change. We'll have a vote. In favor, say aye. Aye. Opposed, nay. Staying, no. All right, motion passes. All right, number three, public invited to be heard. See, I'm just watching. Oh, no. You always get up. You always get up. All right.  We're going to move six A and B. Oh, I mean, I've got to have a card and B. Let's move on to six A and B. Items for input by the LHA Board of Commissioners, for the Board of Commissioners, HCB admin plan. So every year, we are used to, every year, update the admin plan to incorporate regulatory changes and policy changes. The policy that we're operating under right now is the 2017 admin plan. There's been a lot of changes. So this just updates the regulatory changes and then some changes in policy. The housing authority can make policy decisions at certain places in the admin plan. And so we've made minor changes, a couple of significant changes with the policies. The first policy, major policy, is how we handle requests for adding additional people into the household. We are finding that we will house an elderly person and all of a sudden, their daughter and grandkids are there.  So the changes kind of go through who we will allow to move in. And if it affects the voucher size. So that was a significant change. Regulatory change was virtual briefings due to COVID. So that's all been implemented into it. And we use the admin case admin plan, which is a really good admin plan. And we just insert our policies as needed when required. Kelly, back up just a minute today when we talked about before, are you limiting how many people can actually get in? Are you allowing the people to? So there are certain people that we will allow to move in. We will allow a living aid. But what we're finding is a living aid is the daughter. And the daughter has a husband and children. And so this kind of limits that. We will give a bedroom for the living aid, which is a regulatory requirement. But we will not increase the bedroom size to accommodate the children. Which means that if it overcrowds the unit, they can't. They can't move those individuals in. Foster care. When we approve the new children moving in, if it overcrowds the voucher, we won't allow it. And before, they were allowing those people to move in and increasing the voucher size. And so this kind of denied them for grandkids, for a spouse or a significant other. That's another change. Significant others. So a lot of people are moving in boyfriends or girlfriends. And then they move out. And then another boyfriend or girlfriend. So we've limited it to a spouse or a significant other. And in Colorado, a significant other is our domestic partner. Domestic partner. Yeah. There's paperwork. There's paperwork. So they'll have to verify that they're domestic partner before we will allow them to join the family. If they're moving in, or people here are expanding voucher sizes and subsidies, you're taking away from another family who claims a voucher. That's correct. And we're not here to subsidize the whole generation of people. So it just kind of tightens up that area. So I know the question has come up before. What are we doing to accommodate those children that are aging out of foster care? Are we doing something? You know, we haven't had any requests for that. Since I've been here, I don't think that's an issue. And that's something that we would look at at the time. And there are specific vouchers for kids aging out of foster care. There's a program. There's help for a negative person to guide them through the process. Yeah. They get a case for a case on it. Yeah, White Tech even has provisions for those who's aged up within five years. And we'll also, as mentioned, this is not related to the voucher necessarily, maybe. So we have the element. Properties has the purchase option for the rest of the land around the suites outside of what's going to be Zinnia, which we'll figure out in a second with our development updates. But they're very preliminarily talking to Elle there about what used to be attention homes, about maybe having a section or a smaller building that is focused on youth. So maybe those aging out of foster care, maybe youth experiencing homelessness, something like that. It's very preliminary, but they're in talks about the activities there. So like a boarding house, maybe foster care, something like that. Well, it could be tied to a voucher, the foster kids voucher program. It could be tied. Elle there has a whole arm of this. We don't have specific vouchers for kids bringing out of foster care. Two of grand opening from Maker Housing, and they had four or seven kids carol homes. And it seemed to me like it's not a huge need, where we need like an entire neighborhood or developer focused on it. But it is something we can offer. We have a lot of community partners who can let us know as things change. But yeah, that would be nice to have something like that. Can't think. That's where the biggest changes. So we struggled with how to present this, because the admin plan, how many pages do you think the admin plan is? Oh, thousands. Thousands. And they haven't been updated in, say, six or seven years. So the idea is, so we tried to, this is what Tracy put together is really just a bullet summary of the major changes. And then there's track changes for days. It really is just trying to get things up to date. And then going forward, we're going to make this effect. So this would go to the LHN board October 18 to make it effective January 1. And then we want to do this every year, which would be smaller, not as such of a lift. Easier to explain what kind of changes are coming. And the more I thought about January 1, if we can get it probably November 1, and just do it every November, because there's so many changes that we need to implement as soon as we can, especially the family stuff. There's lots of little things, but there's a lot of remote regions and stuff. And those are all regulatory changes. I've got a question on the HQS inspections. You do it remotely. The video streaming, is it just if it's a remote location, or if we have COVID again? We can do that as well. Yeah, and our policy is that we don't do that right now. But if that ever changes, we can change it to doing it more. Yeah, it's kind of a backup, but the preferred method is being there live and seeing it all, right? Something else that we're exploring, speaking of HQS, one part of compliance that we've had a complaint about at BCHA is the number of inspections we have to go through, and the number of times residents are bothered by the LIETEC wants to do an inspection of your unit, the home consortia wants to do an inspection of your unit. HQS for the voucher program has to do an inspection, so it'd be nice if we could get everyone to agree to accept one inspection done by one of these people. Right, and that allows that, and that's in our policy that we will accept other agencies' inspection. But not necessarily our partners, funding partners. Well, it used to be, because if CHEPA did an inspection, when Boston Capital came in, and CHEPA had done it, they were fine, and it's been done. And as long as we passed it, they were fine. Yeah, yeah. And in the policy. It might depend on the investor, too, yeah. And in the policy, it does say that we'll accept their inspection. And that will repay a consultant to do our inspections, and that will eliminate a lot of... If we can get, if we can convince everybody else to accept ours. Yeah, or even just the HQS ones are very thorough. Right.  So if they will accept those, that wouldn't be good. But yeah, that's one thing that we're struggling with is trying to get folks to, the guidance to come down from the federal government to say, hey, everyone should just take these inspections and be good. So hopefully that'll happen. Yeah, it's building credibility. Yeah. Yeah, it's building credibility. So something else I wanted to mention on this is we've been talking recently about where we are with the HCD program, because we've been fully staffed, and we have a compliance manager. She's been here for six months now doing this focus work. We really are in a place where a lot of voucher holders have been used to a certain type of, I don't want to say treatment because it's really just processing, the way that files are processed. We need to. Yes, we need to see. And we are tightening things up to make sure that we don't get in trouble and they don't get in trouble. And we are getting a lot of calls and complaints right now about that. Almost all of it, all of it, it really ties to that right now. So if you all get any calls, if you hear about issues, I can provide some examples, but really it's tightening up procedures. It's for the best, it's what we're in this wave, right? Where people are like, but what have you seen them done this way? And it should, when people should be a wave, but we're in it. The complaints I've gotten were, I think it started exactly like what used to be blah, blah, blah. And I didn't know that you were going through all this. So, but I was, there's got to be a reason. And some of it has been complaints about repetition. Like, yeah, I did that. And now I got to do it again kind of thing. So it's probably follow up on the original documentation or whatever. So, yeah, as long as I can appease some of that, right? So, yeah, there's a lot of things. I've got four files on my desk with unlimited video. So we're finding, we're finding a lot of stuff. Just wasn't paid attention to it. And so we've entered into a lot of promissory notes for that payments. We've worked, they were allowing people, reasonable accommodations when they weren't disabled. So those are the types of things that we're kind of tightening up on. And it's not making some people happy. And in LIETEC, when there was a project-based voucher, we would normally supply LIETEC the information. And now they're having to do it again through LIETEC. And that's where the confusion is coming. They have to be with us, they have to be with the LIETEC. And they had to ask when that was what the recent it's gonna be triple, yeah. We are finding potential fraud too. And we're doing this. I'm not surprised. And not surprised. We say potential, we're quite sure, but we just know. Well, it's an initial thing. Take sure it steps into anything. Yeah, and we're including the police in those. And when you say potential frauds, I'm a part of the tenant. So, that's all that's there. One other question too. So on the criminal conviction records after admission, how does that work? Because we have something on our application, right? That you have to ask if they have any felonies or anything like that on their record. So if this comes to light after the fact. So that's if they committed a crime after they were housed. So we can't, there's regulations. Yeah, well, no, my concern was like they had certified earlier that they didn't have any convictions or they had disclosure convictions. And then we find out later that they did have something and they lied to us. So this is like, we admitted them, they had a unit and then they committed something. So we can't. We do a background check on everybody before we house them. Hutt is getting pretty, getting involved in that. They find that by doing that, it is discriminating against certain cultures. And so if we find that most of the people that are being denied are Hispanic, then we need to look at our policies again. But that's not what is happening right now, but they're focused on that. So if they move in and then they've committed, after they've moved in, are they required to report that? No. So you wouldn't know. We wouldn't know unless the landlord has contacted us, that a person has been arrested for drug, if it's for drug related activity or a violent activity on the property, then we can terminate their vouchers. And we have done that in the past. But that's when we were notified. Yeah, we don't do background checks at recertifications, for example. Yeah, that's costly. Anything else on the ebb and plan? If you want more, if you want to see this, it's online. It's online, you can go, it's online. One of it is literally like 20 word documents strung together and that's what an ebb and plan is. Yeah, and it's policy changes and regulatory changes, so you can go online and get that. Really? Because it's out for a public review right now, so those are available. Is that right? That's, yes, that should, well. It's on the Halvin Authority website? It should be today. I sent it to Eric and yesterday. So it should be today. You got it. Okay. So how would you conduct your normally get on a public review like that? Well, last one was five years ago, so. I'm not sure. Probably not very much. Not very much. It's really technical. It's very much regulatory reading and that it's in this horrible format, so. Yeah, and I'm updating the admin plan to include all of these and we'll put that online. That's just a big endeavor. So I don't suspect it will be online until Friday. If you want some reading, it's very informal. If you've got some luck, maybe you can come down to that. I'm not reading material actually. But having access to that when somebody calls, because it goes over all of the regulations. Yep. So if you ever have a question. And it's in that so you can get to the answer right away? Oh, no. Oh, no. That's really hard to ask. You can't control that. That's not true. I have 400 instances. I'm trying not to be controlling myself. I'm going to turn it off. Wait a minute. Why is that? All right, let's go on to the consideration of stability and voucher program. So we had received information that some funding is coming down for stability vouchers. And we've kind of looked into it. If we were to apply for this stability vouchers, it's for homeless individuals or families or almost homeless families. We would probably get maybe five. And it requires a whole lot of counseling. It's like a permanently supportive voucher. It is. And there's really not, I think we're back and forth with Boulder County. And they have indicated that the continuum of care piece of it that you have to partner with does not do the counseling. And so we would have to find, they don't get all the funding. There's funding available under this, but other nonprofits apply for it in there too. So we would have to locate somebody to do the case management on these vouchers. To do it in capacity and to have the funds. Yeah, and have the, that has the funds to do it. They also eliminated the requirement that you do not house people with drug related activity. So you can't deny somebody that has a criminal background. Drug related or if they're still doing drugs. So for instance, somebody that moves out of LHA's property that has caused a lot of damage. They would still be able to be housed as long as there was case management with them. So if they owe a housing authority, we still have to consider them. If they have a criminal background check or criminal background record in drug related activities, you can't deny them for that. It's just something that I don't think we're in a position right now to take on. We don't have the staff capacity, the funds. Or the funds. Community partners. Yeah, we don't have that. And if we were gonna, if there was possibility of getting a lot about yours, we might want to look into getting those partners. But five is not what it is. Now, wouldn't it be a better idea to see how it works? Well, others. And I don't think BCHA is going on with that either because I've heard that continuum of care is in Boulder County, not great. No, and that was my email. I've known before that they can't, if somebody would commit to the case management, then they might do that. But my biggest concern is putting somebody in there with that that is known to be a drug user and it has caused damage to another property for hundreds of thousands of dollars. And we know when we put those into a private, you know, I don't think that would settle with private land. I also think it would hurt our housing vouchers that were administered. You know, the reputation on a housing voucher, it has had a stigma since it was invented.  I think, I agree with you, Tracy, this is a person, not a twin. And they don't have the mechanism in place to really make it work. Because we're talking about people that are not going to get consequences for fast behavior. So why are they thinking they're gonna get consequences now? And that sets, that goes in to the society, to having society work. And I would love to see a program helping them, but not at the cost of this Section 8 program. This Section 8 program, it should be a separate entity. The whole idea behind this, from what I've read, is that HUD has determined that getting homeless off the street and into housing is the first step to getting their addiction taken care of. But I don't think housing providers are in the, no, we. Not private landlords. And if there's no full-time-based management. This would be good for someone who wants to run sort of like a PSH slash boarding house, to help people, to a men's center that's very closely aligned with community partners, but we don't have that here. I try. And we are not ready to do that. That's like the old concept of group home. Yeah, you know, yes, they're gonna keep using. They're addicted. They are. It's understood. But also, not in a private landlord's home, because they're gonna have to deal with the consequences. So the reason we brought this to you is, first of all, we want you to know that even if we haven't jumped on all of the voucher opportunities out there, we want to vet that and why. And specifically for this one and a lot of others, you have to have board approval to apply. And so we would want your input if we were gonna take it to the board. Right now, we're thinking, yeah, we're not even gonna take it to the board. No. I mean, I think it's worth bringing to their attention and saying this is an option, we don't recommend it because we're not prepared financially to do it, but it's something that could be done in the future if. Or recommended to partners. With the stars aligned. Yeah, or if they wanted to, like an RFP or an SOQ for organizations to say, we would do this if the funding was there, if the support was there, but we can't take it on ourselves. And then to request that, get the money, get the vouchers and then not be able to deliver is gonna hurt our overall portfolio too. Right, and while they're housing partners, they're administering some from, I think it's the emergency, it's the same, same. Bucket. Bucket. And they have had nothing but issues with the support side. So without that component, I. Well, in five vouchers, they don't do that. Yeah, and I'm not, I'm just saying five because that's how many vouchers that we're allocating, new vouchers that we're allocating. So. So maybe some point in the future, if LHA wanted to accept these vouchers and then partner with somebody like Tribe or something who wants to do five, you know what, like a small five unit or five bedroom or something, we could maybe be a pass-through entity and help on the compliance side if they do the services and how the people, that could be an option in the future, but we're just not there. We're not there. By November 1st or whenever it's the deadline. No, and maybe the, maybe the program itself will work as the feedback comes in. Right, right, right. Seems like it's safe for anybody to pass. Yeah, it's a great idea in theory, just on practice. All right, let's go back then up to item number four. Organizational updates, LHA, the advisory board election schedule update. Okay. Hi, girl. Hey. So for the election, we've met with the clerk's office. They are gonna help us administer the election even, but there's some steps we have to take. So October 18th, we're taking the bylaws to the board to allow for an election at any time of year whenever we need to fill a vacancy. And at the same time, there's gonna be a couple of other bylaws updates that aren't yet drafted. Can we add to the attorney's office just talking about how a board, a commissioner member can resign or be appointed. There's some fine-tune language that's gonna go with that. But assuming we get the bylaws updated October 18th, we're gonna be prepped and ready to open the application period October 19th. The application period, the recommended one from clerk's office is October 19th to November 30th. Set an interview date with you all some point between December 1st and December 9th. Interviews by the board of commissioners on December 10th. That's a set date that they have for that. And then appointment during the, it's a city council meeting that we would add on a board, a legit board item to appoint on December 13th. So that's the recommended schedule. We have an implementation plan web partner where we're gonna make sure we got our outreach information for double checking the application, making sure that new criteria that you all agreed to put in is in there and have that all ready to rock October 19th. So that would start January 1st then, right? Yes, because these terms we've extended through the end of December for Tom and Lauren. So that would make sense. Yeah. Yeah. October 18th. By the end of October. Yeah. So, and with that, we are going to accept the existing applications that we already received. And we're just gonna have like a one page at Vendom that we're gonna request those three applicants, well, Tom, you're one of them, to address that new criteria more specifically. So that's the plan, is everybody good with this? Otherwise, we already have the application written and the criteria, the evaluation criteria. So you all would just have to agree to a, well, I guess not everyone, because it's not Tom and Lauren except for attending, but between Jean and Arlene, setting an interview date with the applicants between December 1st and December 9th. Raptor, ready to go? There is one other thing that I'm still waiting for. She's gonna line this out for us. It looks like, so we've got two seats that are filled because your terms both extend into 2023. We're talking about staggering the terms. So it might be three three-year terms and two two-year terms so that we can get that staggering. So she's still, she was gonna line that out for me so we could see it, but I haven't got it yet. But that's kind of what we're thinking would make sense just as long as it's not, it's one of. So I believe there's, that's why we're gonna double check, which I'm realizing now, I didn't get ahead of this thought through 2023, or at least through June, June 20 coming through. Yeah. Yeah. I've got a two-year term that would be much more than half a term. I'm getting on it for five now. So. Yeah, two-year term would be. Okay. That could coincide with the other boards too. Exactly. Yeah, I don't think that needs to happen. So we next meet, also on the 18th, because we have this next, this advisory board meeting, morning the 18th and the board meeting at nine. So we can, I can show you that schedule, how it would, and how everybody would be in there. Well, at least Jean and Arlene, how you fit in there and how the other term options they did. Okay. It's going to number five, development and project updates. Okay. So, chatting about the, see what I wanna do first, how let's do Village Place first, at least indication. So our schedule is still on track, where we're trying to close on the financing, and the acquisition November of 2023, and start construction right after. So what we've accomplished in the last month, is we got the city's private activity bond allocation, $5.5 million, we got that assigned to this project. So that's all set and ready to go. Most likely, as we develop this performer more, we've, the LHA might have to apply for the city's 2023 allocation, which comes out in January. That's what happened on Aspen Meadows. I needed like one and a half years worth to make it happen, because private activity bonds are really critical to a recent occasion. So that's in place, and most likely we'll use 2023 as well. We did get approval to sell the CPWD building. So that was a weird thing. It's not platted as part of the property. It's its own property owned by LHA. Village Place is owned by LHDC. However, for some reason, that nobody can necessarily figure out. In 2005, the CPWD building was looped into the regulatory agreement with CHASA. So we had to get their approval. We're not sure what the purpose of that was, but we got their approval now that we're out of the 15-year compliance period. It really doesn't matter to the investor. So if we wanted to sell off that building, we could. So the Center for People with Disabilities is interested. So we're gonna start talking to them about whether they want to purchase. We'd have to take a couple of steps to get to that point. But it was critical to this project, because we needed to know, do we have to include this or not? So we've sorted that. Molly, did you check the law or Village Place to see if that was part of the usage? So we reviewed that, and Chaffa said you can separate the two. Separate the two, okay. So that was really good, just knowing that we don't have to renovate that building. How much would her be associated with that building? Do you know the number I'll be sharing with? Do you want me to split that? We have four parking spots over there now, but I've already talked to Kat. As people vacate, we slowly start moving those into our thing so that they are vacant if we do sell, so that they have that whole parcel. And if CPWD does buy it, then we could still talk about them about agreement. Because they don't use them all the time. Yeah, they don't use it, and then we monitor their parking for them through our agreement. So the next step is we're meeting later this week to start, well, we've already started. We've been looking at it with the attorney and with Sarah, our consultant. We're talking about how to approach the investor to talk about exit options. So, I think I just saw a great answer. I think I'll bring the computer. We're going old school today. We're talking about, the first option is the greater of fair market value of the property or debt plus accrued interest or right of first refusal. So we're checking out what the debt currently looks like. Looking at valuation, I mean, it's starting to get pretty financial at this point. So we're going to be deciding that next and approaching the investor. We understand this investor is not the most responsive or helpful. So we're trying to get that started early at UNC. They're just not necessarily trying to help out the housing authority. So that's the next step. So probably by the end of the year, we should be out there getting architecture and general contractor lined up to do that. All that design started in 2023. And that kicks off the rest of our resident process and everything. They were asking a lot of them. Yeah, it should be 2023 as we will have our architect and our beginning up and start doing those resident surveys and engagement process. That's our lesson. I would start to improve. It was a year full process. It was a year full. I would suggest communicating often with them because they really don't know what's happening and it's making them nervous because they were asking me, when is this all starting over here? And I was like, I just know 2023 after Kauffman Street. Not necessarily. I don't know the most recent update on Kauffman. We're gonna wait until Kauffman Street. Well, we were going to. Yeah, we ran into budget issues in Kauffman but we really funded it. So we're probably starting in spring now. 2023? Spring and fall of 2023. So it might still be. And they are doing, they are incorporating design drainage improvements for this parking lot. So that's great. So it sounds like maybe parking will, if the Kauffman Street and the recent occasion all the work is not happening at some time, parking shouldn't be disrupted too much. Not too much. I would expect, I feel like we should prep people that they might be some overlap. Start doing that now. And you're gonna have to remind them of it. But what we could do, since Kauffman's ahead of us, we could try and phase out our parking lot work to be later. I mean, we have to wait for the right season anyway. So if we start construction in January 24, we wouldn't be doing parking until at least May 24. And we're gonna have to move people out from this basis, like we did at the other ones. Most likely, it kind of, every one is different, but we thought that that worked pretty well. We're gonna lose parking anyway, cause you're gonna have to have storage for construction and all of that. So you're gonna lose at least a third of your parking. Temporarily, yeah. Maybe you guys can strike up a deal with the regional GDA because it's not full. Or maybe an approach Boulder County. No one's parking there. That might change in the winter. And as people go back to work, but I'm telling you it's not full. Especially if we're doing parking lot work in the spring, summer, not winter. Yeah. Did we end up putting money? We ended up putting our allocation. Our bond allocation? No. We put our home allocation in there. Not to the village place? No. Oh, to the spoke? Yes. To the spoke in there? Yeah, to the spoke in there. It's what we make. Yeah. We can do based on that, but that's going to do some spots. Yeah. I think that that would be a, I can't speak for obviously organizations, but I think it's a worthwhile conversation. Yeah. Especially given all of the chatter about partnerships. Right. You know, that's what we're here for. Yep. Work together. Part of the resident engagement too is asking who would be interested in parking in the garage long term if we could work that out because that would ease the struggles on site. Okay. Anything else on village place? Just, this is not necessarily, well, it's kind of development, but because we're talking recent occasion, I wanted to give you an update on the boring and ask the meadows. So you probably seen the flooring was failing that was installed in either 2020, 2021. And Palace was working great with us to talk about, figure it out as a warranty item. They went in and replaced some areas and then did like a test period to make sure it was holding up. That was doing well. So they have a proposal for what could be done to fix the flooring everywhere. What it comes down to was it was a floating floor. So there's multiple properties in the front range that are in the same boat where they put like a sound mat down and the floor floats on top. Turns out that was not designed for wheel loads of any sort, not even like an office chair. So it was failing anywhere that somebody was using a walker or wheelchair, the office chair, like sitting in the chair. So, which is just bonkers to me. But, so Palace was working with their supplier and the supplier said the specs say that it's not built for wheel loads. So the supplier is not claiming liability. So we've been chatting with Palace and our insurance agency and we are going to file a claim to have insurance pay for a permanent fix. Claim on. Claim on, it'll be a combo between the architect and the Palace. Cause they wrote the specs, proved the specs. They should have coped that. They should have coped that. It shouldn't be our responsibility to pay for it. Correct. You're going to be very excited. It isn't the only thing they didn't catch. Huh? Yeah. You never arched on? Which one though? The architect approved a lot of things that shouldn't have been in the windows this morning. Well, yeah. And they're going to have the form. Well, the windows are a little different because those actually do meet, they do meet the BASA standards. We don't like them. But they do meet the UFAS. Yeah, UFAS. Okay. Okay, your stuff is one thing but the DOJ site says no. So the DOJ ADA site says no. But that's a different issue. We're talking floor and nail. Okay. Then we will deal with the windows when we have money to deal with them. Well, we are going to request a village place that those types of windows aren't used. Which one? It would have been, and the thing is Palace had the crank windows which would have been perfect instead of take out the screen and all that jazz. But I'm not surprised the architect missed it. And I'm all for filing the plane because I know the architect kind of missed it before. So missing it on the floor is another, you know, go for it. Yeah. And we're going to, it's going to be a different floor product altogether. We're doing it this route. So we're not going to take the risk that reusing the material on site by removing the underlayment and then just putting it back. We don't want it to take the risk that that doesn't end up working well with the sand insulation. Okay. So what's to be figured out? So we're going to be in the claims process for a bit. What is to be figured out next is a schedule and resident of land to get that work done. So it's going to be, it's not, you know, it's not great news. So we want floor and that is permanent. So the people have to be moved. We'll have to move out of their apartments while they do this. We will, because they'll have to be moving furniture around to lay the flooring. I, we don't know yet how, how many days it will take if they just have to be out during the day or if it's a, it's a hotel situation. That's still needed to be determined. We have to, you know, once we get our insurance claim, then we have to get the scheduling the scheduling and the installer on. So we may have two places that are going to be meeting 1,000 at the same time or less. Possibly if there's an overnight situation depending on the disruption. We'll work through it. We're going to get, we're going to get flooring after. So the Hoverland, the land next to Hearthstone and Lodge that LHDC currently owns. We have that RFQ that went out period close September 14th for a developer development partner. Periods close September 14th plus Wednesday. We received eight proposals. So we're looking at those now and starting to evaluate their, their, it's a really wide range of what's out there. So on Friday, what we're going to talk about, what the options are. Okay. At some point I will sit and I will give, we'll talk about the options. Katie is doing a summary right now. It's kind of what they're, what they're all proposing. It's a mix. I will say that. So we said that we were interested in modular. We had done that tour with IndieDwell. And so we put that on there as include a modular partner. One did with the caveat that we would explore it further. All the others said modular is not cost effective according to their opinion. So that's something we'll chat about when it's happening. So are we still, this is the one that somebody was going to check the stewards on whether or not that was. We are going to do that still. We haven't started it. We were kind of focusing on getting these proposals in but with that still on our list to do. Admittedly, I haven't come. And working out with LHDC, what the transfer will be like, the property asset. Yeah. So we do meet with LHDC tomorrow and I'm going to bring that up with them. So we'll see if we come to a decision or maybe just explore the options still tomorrow. And then Chrisman, if you've been by, they're excavating. So things are looking good. We have Katie from our group. I hope she's on her development side. She's attending their OACs, keeping track of everything coming through. So where is that? About 66 and just east of West of the gas station. Questions? Oh, okay. I never got there in my trip, I guess. So it's just a bunch of dirt right now. I love a pile of dirt. That's my favorite. I see it really good from 66. Yeah, I love the instructions stuff. That's, yeah, I'm not trying to hang out on the trailer. Yeah. So I'm sure you guys have answered this question before but when this gets put in, is there going to be any kind of a sound barrier to block that traffic noise on 66? The buildings and the layout was designed to avoid the traffic noise at the outdoor amenity areas and then the building envelope is enough to attenuate the noise inside the building. So it won't be like a sound wall. That's really the sound wall that would have been needed there would have been massive. So instead we redesigned to put the amenities towards that end. Okay. Yeah, so they had to do a sound study and there were just a couple of spots that exceeded the HUD noise level and it was really for the outdoor amenities. So indoors, the structure itself would bring sound levels within the HUD requirements. So otherwise for development, we're in the concept. I'm gonna go take that one. I'll jump on if you're still going once we're done here. Tracy's gonna go talk about first. What was Jeremy? Good luck. Yeah. Yeah. Otherwise, concept development on affordable assisted living. We have a potential development partner with really good experience and backing by the National Development Council that we already have a contract with for consulting. So they're putting together a letter of intent of sorts to see if we're gonna partner with them. They're interested in doing assisted living in Colorado. They've done it a ton in Illinois. And they have, who are they working with at the state that's interested in doing it? Was it Chaffa or DOH? I can't recall off the top of my head. Maybe both. Possibly. I know Chaffa. He's been talking to Chaffa. Of course you're Chaffa, right? So it's, I mean, things are looking pretty promising at the moment. And there's a bunch of funding that just got done through department housing at the state level that they're figuring out how to spend. Right. So we've been. Lots of funding available. We've been on some of their, I mean, it's so difficult right now keeping track of all of the funding sources, especially coming straight out of DOH, DLG, the whole group. But we've been included on some of those for the most part, what they want going forward. Now that one's an interesting one because most of the funding going into it primarily city funding, but we're going to have to use LHA as a vehicle for city funding. So it's more of a city project of which we're using LHA as a vehicle because it detects components in the landing. So what we're talking about is having a pipeline and a priority for LHA to send folks to. That's in exchange for investment. We want a pipeline for LHA residents. And we're talking about the assisted living providers, the medical providers, aren't necessarily really interested in the property management compliance side. So we might bring those two together. So that's what we're figuring it out. Doesn't Lublin have an affordable assisted living agreement? Yeah. Okay, so that's something to learn from.  So what we're talking is 100 to 200 units versus I think the Green Homes in Lublin or... Not that many. Not that many units. Yeah. Yeah, so this developer, this is really a larger development is helps it make it more financially feasible. And so we would have a combo probably of private pay and affordable. And of the affordable, either some or all is LHA. Okay. Let's basically have the pipeline for LHA residents to get the affordable piece first. And then we don't have to touch the service position. There might be... That's not our LHAs. But given the partnership, there might be cost savings built in even for private pay because I know for the normal person, like my grandmother's assisted living, $7,000 a month. I know, right. Who has that? And then... She's very fortunate that she can afford that.  There is nothing left, yeah. Yeah, because what we run into is a lot of our residents that had to go had to go through qualifying for Medicaid in order to afford it. And even just helping with qualifying for Medicaid would be a huge benefit because that's a process. That's definitely involved. Extremely, yeah. So there could be people who get the affordable piece but not the Medicaid. Some people who get both affordable and Medicaid and then some who are just private pay, but debt might get a little bit of a discount on the cost just based on how it works, you know. Yeah, you're gonna see it. Yeah, that could be really nice. Luckily, this group is pretty well-versed in putting people together with all of those factors involved. Oh, and they're looking, the first step is who they need to look for, a spot plan or a re-purpose. So... Well, there's a backyard in Amsterdam there. Yeah, right. Is there, I know, you're probably having all of this in our area, but is there, I don't know. Yeah, it won't work because the environmental issues there are so expensive. There's no way you could put something like this in and have it work. That's gonna be pretty much market-based just because of the cost of the environment. There's a city parcel we're exploring and they are, you know, they're real estate people looking for advice. And do we still have land that's slated to be down by the first main station? The Royal Mobile Home Park? So that is city-owned right now. We are planning on using ARPA funds to purchase for the purpose of affordable housing. At this point, that's looking more like a transit-oriented development, just for the family, not a system of it. But we're kind of like, at least guys can verify what they do. Let us know what you. Okay, that's all the development. I just wanted to, it's not really, I guess it was more organizational, but I did want to mention we have new hires and if you have it in there, I can just skip it. But I just want to mention we made a conditional offer yesterday to someone to be our new administrative assistant for LHA dedicated. So she's, hopefully we'll start around October 3rd once she gets all the screening complete. So that would be a huge help. We have a new, well, unit, we have a new assistant community manager, Joshua, that's here in the Aspen's. And then we had a great interview yesterday with an HCV specialist. We had one Marcus who we hired earlier this year be vacated and, but we've got something in the works there. So it's really good, maybe. Just that's my last update. And I saw that the city approved a bunch of increases for that inflation cost of living in the budget in next year. Yeah, so that's not for the LHA, but we've got to incorporate in it. And it's, so it's not necessarily cost, it's not necessarily inflation cost of living. We benchmark our positions against other jurisdictions. And so what we saw is a 6% move in positions this year, plus we pay it 101. So we're moving, everyone that was at 101, 6% that's the minimum move that we're seeing. We're moving up to a maximum of 12% if they're on their individual markets and then we're engaging with Mercer, of which we got to figure out how to bring LHA into the Mercer stuff. But Mercer is one of the top three HR compensation firms in the nation. It's like towers, lots of Mercer and, yeah. And so they're starting to work now. So we'll be doing another comp analysis. And in the city's budget, we boosted my contingency like 300, 400 pounds in that way if we need to make adjustments based on Mercer, we can do it. It's pretty heavy movements right now. So again, trying to find a way to get LHA staff into that. Yeah. So LHA's budget we're working on now. So that will go to, you guys will see an update on that in the next meeting. It'll go to the LHA board November first. So that the salaries are being looked at in this budget right now. So just out of curiosity, have you seen a significant number of staff go to other jurisdictions for salaries or are we? Yes, I think it depends. I mean, there's a lot of things that are going on. So like Marcus, for example, went back to his previous jurisdiction for a management position. So we're seeing a lot. We're seeing some people move because of salary. The big issue actually is getting people to apply. And so compensation's a part of it. There's so many different factors that are part of it right now. And it depends on the types of positions. Our biggest need probably is in our operational side and our public safety side right now, but different pockets are showing different needs. The money's part of it. So we'll see.  And that was as much as it turned off. And so we completely, if you haven't applied recently or seen it recently, it's pretty simple now. So we're streamlining the process to do that. Yeah, because that's one thing I hear from people all the time is they tailor their resume and their cover letter for the job. And then when they go to apply, they have to rewrite the whole thing in their online application that they can't copy these from. Right. Well, it's like they can't attach the resume. Well, you still have to attach the resume and cover letter. But if you don't fill out the application and only attach the resume and cover letter, they won't look at you. So you have to do double the work. And then I know at Boulder County they de-identify all the data. So you only get the application. You can't tell who it is until they get through the first pass. Through? That's a diversity and inclusion piece, which I think is great, but it makes the process a lot harder to learn. But yeah, if you make the application process hard, then people are like, forget it, it's not that easy. And then we always have public entities close to the salary ranges and peer ranges. That's another thing. If you don't do that, I don't apply. Right. You don't tell me what the salary is. Yeah, and big things we did is we've really made a shift to open until filled. So we're not using posting dates anymore because posting dates all by the time, by the time it closes, your top candidates of all probably take a job. So we're reviewing real time and bringing them in. Ever since, I saw that as a down-on item. Weird, and then going back to number seven, resident quality of life, review summary and survey data. So in reviewing those results, really just circling back to the previous conversations we had, we wanted to really decide what to do with this information, given the board's request to receive advice on resident quality of life from this group. And Jean, back in July, he said that using this information to address concerns with the residents on a quarterly basis, categorize them, and I'm thinking report out to make it an actionable item, either recommended to the board or now that you've read the summaries, what do you think on what to do with this and an actionable item? I mean, I would go property by property and do like immediate ease of doing, how will it affect, like immediate effect, how easy it, like low-hanging fruit, list those first, and then things that are gonna take a little bit more planning, maybe have for consideration, but every property was different. Well, pretty much, and I agree with that. As long as we make sure that the people know that we're taking a look, this is what we're gonna address, this is gonna be addressed in the future, because I think that was the thing was we were not communicating very well to people, and part of that I think is because of the pandemic, the change over to the city, all of that kind of stuff kicked into it, and I don't know that everybody really understood all of that, but that came up a lot was, yeah. Yeah, it seemed like a lot of the information in this is kind of outdated because some of the hurdles have been crossed as communication has improved, number four among managers and residences has really become phenomenal. I think one of the pieces that we just need to, in any organization is the follow-up and the follow-through, and yeah, I agree the lower-hanging fruit first and before it goes bad. It's for lots of falls. But I think follow-through is gonna be a critical one. And the communication piece was huge at the time of this, and that's ameliorated, but they're still complaints about politics. We've got situations in every property that are just hanging. And what isn't happening is, no explanation for why they're hanging. And no, yeah, we urge you, but this is what's blocking us. Do you have an example? Do you have an example? Well, a simple, like the lights in the back now ask for meadows, they're out. Oh, because they are working on them. So I know. And they've been working on them for two weeks. But the thing is, every day we mention it to maintenance that, hey, they've looked on and looked off again, and one of them didn't line up at all, and that keeps happening, and nobody's out there doing anything. So one day we saw somebody out there working on them, and we hoped that was a fix, but it didn't. But we're not getting any feedback on what's going on. And it's like, okay, so the burden's on us to keep complaining, keep complaining, and that gets old. Yeah, and that's like an open item, it's just there's things that have unfortunately took in priority the last few weeks, that I can't stare David. And the thing is that it's okay to tell residents that. This is on our list, it's getting higher priority. We have some critical issues that we have to deal with first, just a quick something that says that, a piece of them. It's the acknowledging that, acknowledging their concern instead of ignoring it is how they're feeling. And I think so some of it gets related to like one or two residents that doesn't get passed on to others, and. And that's what I'm saying, if we find a formal way of just letting people know whether it's on a bulletin board or something, hey, we're working on the lights in the back. Something that just brings management to life and acknowledges the concerns the resident have. Do you understand what I'm saying? Yeah, it's just. Do you guys have any more news on your side? They're LHA wide newsletter, not necessarily property by property. There is a board, is the board still there, Dustin? Yeah, there's boards that I think all the board meetings now is just here. Yeah, it just doesn't mean it, you know. Work coming up, the schedule. Open items. Yeah. I don't need to make it formal, just let them know what's going on in there. Well, I think part of it will be, part of what I'm working on that I'll go over is like some quarterly building walks, where management's getting a list of everything I'm seeing from the curb appeal all the way through every storage unit. I'm sending deadlines for them to complete stuff, and if they don't complete it by that date, they have to have kind of a report back to me. So I know what's going on, because I know Dave's like updated me with those lines, and there's one issue led to another issue that led to another issue that led to another issue, and then he has to get pulled to go and do an eviction or something else. Yeah, yeah, yeah, and those, it's just a matter of keeping in touch with, like, I think maybe a weekly update of just items that are, yeah. Not too formal, but just have it one place to put something, where people know they can get it. Transportation doesn't need to be too much in work. Transportation doesn't need open items for maintenance, this, this, and this. You know what would be simple, just get a TV and put it by the office. So we're the manager. Just put where the managers have like a scrolling presentation on it, and then it just runs, and people can see it. And then we have all of our housing. I was like, that's a fair house. Buy a TV?  Yeah, actually, yeah. And we might have, like, 70s or plus. We're streaming. Oh, we have some. Yeah, and you just literally, it's a power point on a thumb drive that you plug into the TV. Yeah, yeah, yeah. And then we just, it just runs. Yeah, yeah, that's how we did all our fair housing. So then we didn't have to have them posted. We did all the fair housing marketing on there, everything available units or the floor plants. So as somebody's sitting in the lobby, they see everything and all the updates. That would be cool. Yeah, that would be so cool. Lisa says, there's some TVs here. We might see if they work. They just don't work. Just see if we have like, cities or plus or anything. But if you do it by the office, then what you do is you can just run our USB, use running cable, HDMI cable into the office on the splitter and then they can just do it from the desk. They take their laptops from the community. That's why they just plug in. You can just plug in. I can't feel it though. I can't feel it though. Carol's gonna put on his IT hat. Yeah, yeah. Now I think that's a great idea. That's all that being awesome. Yeah. And then that's right. Maybe you didn't start putting your fair housing stuff and we just started scrolling everything on. But that's what we did. We did the floor plants for our housing, important updates, resident events that were coming up that everybody needed to know about. So, you know, it was just, Luke. So we're gonna start then with Aston Meadows and then we'll roll out to everybody? Or... Can we test it out there? Yeah. There actually may be some that are easier to start with because then they already have... TV's. So we'll have to figure it out. Yeah. So in terms of advice and feedback to the board, this is one of our maybe low-hanging fruit items to get started on. Yeah, yeah. Yeah, because a lot of the rest of this is dollar signs. You know, things that need to be purchased in order for everyone, like the activities and the games. Yeah. The transportation, the VIA, right? Right, we have our goods on that. Yeah. And then one of the really important pieces to the folks that I spoke about was the security cameras, which I think has already been done. Yeah. Yeah. So that's already done. So maybe even we can report on that because I don't know if everybody else has it, but I'd like to make a list and then put things that I've already done to cross it off and give myself a look up. There you go. There you go. Yeah. It's a true project manager right now. Right. I can report cameras in almost every location now. And we had the CBDG grants. And I think we just did an update on the CBDG grants in the last newsletter, but I can maybe have Scott because that's an ongoing thing as we're going through. Great. Davis Bacon and all that, just keeping them updated because I'm just, it's coming. If you want to talk to JV about doing the project, no, with cameras. No. Remind me, that's not the school district slash police. Well, that's the, that's the antennas. That's the antennas, it's a police issue. To cameras we're putting in our parks, but that program is designed to where private entities can come in and buy a camera and it gives police access. Also, certain individuals will have access to it. And just like somebody else, they're reporting or who might work quickly. $550 a camera, two years operating. And then you have to jump into the operating zone. I don't know what the other systems cost. Well, we have, we have CBDG grants already assigned to fully cover exterior and common area cameras at all properties. But have you bid it out or? We have one bid, but for CBDG to be eligible for CBDG it's got it. That gets into procurement stuff. We have to sort of, if we did it that way instead. Not sure we could pay. Yeah, that would scroll up, that would scroll up that stuff too. I didn't think it too hard. Okay, so, do you want me to talk about that? I want to make sure that we have an action item to the board on the resident survey. So, I'm happy to report this, convey it. If somebody wants to go to the LHA board meeting and speak from the advisory board, I would let you decide if you want to do that. I'm happy to just convey it back typically. But let us know what, if you have a preference. The big thing with all of these is accountability in this and what I would say is, let's just continue to eat everybody's time up right now. And like specifically on maintenance, just moving through the evictions and dealing with all of those issues. We had three or four issues pop up yesterday that is just, that's probably the biggest driver right now at third time, is accountability and what we're seeing happening in different properties and managing that contamination. And so that's, just know that there are things that slip. We had a unit where we were informed over the weekend residents were calling about things they were hearing in the unit called the police. Somebody that's not on the lease is in the unit. The tenant themselves moved out with other individuals because they felt unsafe. And so we have to post 24 hour notices, issue three days. And so we're gonna be dealing with that this week. Excuse me. We had another eviction coming up this week where last minute, why last minute, the Department of Adult Protective Services decided to call after they decided not to take it originally. So we had to deal with that issue. What was the third one? That's the ninth year. Yeah. So accountability is turning into a really big issue. A fight here that occurred. So not to diminish everything else, but just know that you're constantly reshifting. And so we've gone a while without major issues and it's like something happened over the last week where it just- The full version of our case, the retrograde, Yeah. The nine-point. It has retrograde. It just blew up. So I mean, I think that's the hard piece, but you know, the point is on the accountability side is we all know what we got into when we all kind of started dealing with this and you just can't release pressure because we will end up in the place that we were two years ago if we don't stay on these issues. And so that's a fairly significant issue to the point I was supposed to be off Thursday, but I'm not taking off Thursday. So I can spend time with Lisa on dealing with some of these issues. But yeah, it's not gonna be, we're gonna have the police officers with the sort of probably half- Oh, that's what I was calling. She's got a car in her schedule. Well, I'm gonna have to tell them that we reviewed the survey and the action I asked that you guys wanna make sure the board is aware of. October 18th. October, oh yes, sorry, October 18th. Would it be helpful if like I tried to go through these and sort of like try to property? That would be so wonderful. And then also for some of the things where people need purchases, try to group them so that you can make budget for it. Yes. I basically took what Karen and Michelle had started and just dropped in everything that was missing. So this is all, you know, this is pretty comprehensive. A summary version of what I was hoping to provide to you, but this is what it ended up being. I have volunteers to start putting up there. So I know you best have your friends. And then if you wanna reach out to me, like once you got that and then I can say what's been good where we're at on some of this, and then I can kind of make it up. The status. Yeah, yeah, yeah. I'd like to know. Now I think cool. All right. So Harold, I have a question for you. Would it make a difference if we opened up a unit? And I don't know, maybe not specifically now for the ones that we have, but in the future for a police presence at these facilities with them? If they see the car there or see the person there, would that make a difference, do you think at all? I mean the challenge of that is how they were financed and what you can use the units for because I think some places we have manager units that were in the financing agreement. So they have to be managed, but we can't just move someone in. So that's part of the challenge we have in how our structures were built. That is something that other communities have done and they give, and I saw this in the last two communities that worked in apartments would give public safety reduce rates for rent. And, but part of their obligation was they would walk around and that does work. It's not a cure-all. In the last communities I went into, there were certain communities where they could have given it to them free and they wouldn't have moved in just because they knew the issues. And so, yes, but I think the bigger issue for us is we don't necessarily have the ability based on the way that the financing is put together. But is there something you think of in the future? Maybe, yeah, maybe something we can do. And, but yeah, we can look at that. Maybe we can diversify as manager or security or something and have more flexibility in it because it's also pretty regimented too in that what we've seen is you don't necessarily want a property manager that's managing that facility to live in that unit. But we run into issues of, let's say, Spring Creek's manager would take the unit here. The manager here would take the unit at Lodge. Yeah. You right, we run into issues where you can't do that either. And so that then makes it incredibly hard on the managers that live in the units because then they never get away. And so it's something we can use, but we've got to really figure this out so that how we can thread the needle where it would work if we could put the Spring Creek's manager in position and any manager can live anywhere as long as it's a manager for the housing authority but not necessarily have the manager of that property live in that property because that is a problem. Yeah, the only time that worked was when there were system managers that took over at night and covered it on the rest of the 24-7. But you're right, I wouldn't do it now because there's no backup form. Yeah.  They're banging on their doors. And so that's a, we gotta figure that out but I know they've been thinking about it. So that's part of the issue. I mean, it's what we're restricting you. Yeah, that's, I was gonna say, so kind of trying to close this, let's sort of get a long-year one. I want to talk to you about that. Yeah, it's a big one, it's got the ball. Let me drop it, Jane. All right, going on to number eight, the LHA report update on operations, occupancy report. I think it was Jean who had requested kind of, I've added another report, that kind of shows the long-term maintenance. I was looking at it this morning and I did notate all the, once that may have been vacant for a little bit longer, that word, that's the cavity, but you would know. Yeah, yeah, that's awesome. And so as Tracy's working, we just did a big update on the already, Tracy's really working with the managers to make sure they're putting their notes in it. I blew mine bigger, so let's see. So Diana just gives you a brief update, how long each unit's been vacant and why. This is about two weeks over than the other report in here that I do for the vacancy, but this was kind of a snapshot when I did the report of what was out there. So the suites has quite a few vacancies, you can see some of them long-term, but those are most of them are met or they have applicants on it, so. Yeah. So any, and I'll just do this one like basically quarterly, I think, is so you guys can see quarterly where the units are, how long they've been down, because some of them get turned real fast, like somebody moves out, we have to be moving in two, three weeks later, and it's not necessarily, certainly reflecting the other reports, but these do show the long-term thing, yes. Any questions on those, or why one's been down, or? Well, and I'm familiar with the ones that, and I've spent, I'm assuming you have a lot of roadblocks to fill in, because we've had those five open for so long, but you're running into roadblocks, and, you know, is that weightless? I'm not sure if even an open weightless means you can get on it, or an open weightless says we're checking it off the weightless, you know, to fill, but what is? Yeah, so right now we have village, place, and former bar of my account, we have the weight list open, so as people are applying, we're telling them we have a unit open, and they're like, oh, I'm not ready, I need three months, and they go actually on the weight list, but if they're like, yeah, I need to move in two, three, four weeks, you know, we'll start working our application right then and there, so. Okay, because we don't want to hold a unit and make it for somebody who's not moving for three months, for the other three months I've been already. Yeah, but I'm just, yeah, I'm just, I'm assuming you've really had a lot of roadblocks, or these went and filled. Correct, and we've found, as for most in your apartments, like for example, their weight list is basically stagnant, but we have to work through the rest of the weight list before we open it and get new, but I've been talking with Tracy who's now with the compliance side, and we're thinking we may need to open here just all the time, so people who are actively looking are just applying because, oh, it's open, that, you know, oh, I can get on this at any time, you know, when I'm really looking to move, I can have my name in here, okay, so. All right, so that's. So I think that will help us in the future to fill some of these, but I know for Aston Meadows, she said she's called 30, 40 people and got one applicant. I am, you know, we heard the same story at Paul River. Yeah, so theirs is now open, Village Place is now open. Yeah, because they've been on it for so long that it's, you know. They come to where else or they've moved on. Yeah, right. So part of that is there was an interesting article that came across yesterday is, and it was really just about Colorado in general, in terms of migration patterns and migration and outmigration, and what's really starting to happen if people are leaving the state. Because of inflation and cost of living. And so, especially those, what it really focused on is like the average income of everyone moving into the state is 100, I mean, it was like $150,000. Those that were leaving, is their income of zero to $75,000? Yeah. And so that's, I think, part of what we're starting to see is, you know, it used to be, I need to find an affordable place to live, but I can manage the other expenses. Now it's, oh, crud, now I need an affordable place to live and I can't manage the other expenses. And so there's some interesting dynamics starting to happen in and out migration that I think is also starting to show up in this. And the reason we're probably calling it list and not getting folks is because they're not in, the area or the state. So what's interesting is we have to be really careful here because we've got a lot of development coming up. I mean, we need to be able to, I mean, market studies, we rely on market studies, but to be considered for more funding, for the state, et cetera, they look at this. Yeah. So we have to show the diligence and something we have to watch. And I think it may be something that we're seeing. It may be something that we're really just seeing in the older adult population versus what we're seeing in our family population. Yeah, we do have a good, I think it's a different market from now. Even though we've got the zero to 75,000. Who is that? Yeah. So I was gonna say, I do complaints for our house over on 119 near the Walmart. We're doing some inclusionary housing complaints for them. And I see them getting applicants for families nonstop. I've got two to three people, one house or one apartment because they find people sooner, faster, or cheaper. And then I get another applicant two weeks later for that same apartment. So there's people, but not, I mean, our... We know that Cinnamon Park, which is 25 units of senior, they were having a hard time. I think they were talking to Maria, our project manager, our property manager, who helped spoke and they were like, how do you lease up at 70 units already? And it might have been, is that the age group? We don't have that many seniors at that property. That's the issue that was really starting to show itself. And we may have to, I don't know, we got to watch it. Yeah, but aren't we looking at what Crispin too and that Hover, whatever, those are our own family. Yeah. And I think that's where the thrust has been going. And that in terms of senior, we need to be looking at the system, you know, for the system. So you have the full continuum? Yeah, but anyways, seniors, you know, that would bring an end to the life of the kids. Yeah. Thanks. It is temporary. A thumb is hit highlights and stuff. Yeah, the LHA occupancy availability report, I've continued just the meth units, we have a few more added a few taken off. We've had two emissions that we did not anticipate being meth units that were meth units. So we're just working through that. And then what's the bad, the most kind of that coincide with what's going on? I know we're running out of time, but I just want to say, when I found out how much you guys had to go through the cleanup that one unit, kudos to you, because I don't know that I could be willing to do that. So, we've got some not fun experiences with some of these units lately. So we had one where it took us an hour and a half just to get through the kitchen and into the living room, another whole group of how many people? That was 13 employees. So it was every maintenance stuff and that's when you get to the other issue. Every maintenance staff, person has to come in on the evictions and it just slows everything down. Every manager's in there, even we had Melinda, our service coordinator, she came over, our new hire, Josh, he was in there. And have we added the meth testing yet to the grant agreements? I mean, I think we're waiting on the insurance to get all their stuff in, because we have to talk to the insurance company about pulling the trigger on that, because you're gonna see us this, but then this. But we need to do that and so we're still in charge. The insurance company agrees that this sounds like a reasonable thing to do, but will the underwriters underwrite us? That's the question. It's not there, so there's still work to do. What do they give you? It's got a timeframe on that one. We have to circle that. I mean, they don't, it's that decision. Once you go to the underwriters, have we already, have we showed all our cards? So we still have to strategize a little bit. We are insured right now. Right, we got our new, we got our policy. We got our policies and they have to underwrite us, but now it's still in the next year. So now that we are, it's all signed as of a week ago, so we just need to. And I think that's where we have to end to say, you know, we've got to break down the cost to go. If we catch it at this level, it's a cleaning, it's not a forward mediation, and then we bring it into the agreements, which then makes the likelihood that you have the full, I mean, we've got to really make that argument tight. And then somehow I think the thing we got to figure out is that in, you know, honestly now, I would say that we need to probably build in a minute and instead of an annual inspection, we need to do two inspections a year and we need to test it every one of those inspections because I think that will drop the cost down to where it's just a cleaning.  Not everyone will care enough, but hopefully there are those that will and really it's for the benefit of the next neighbors, et cetera that are going to be impacted too. So one of our units we did have recently did contaminate the neighbor's unit, so. And I understand some of what we're seeing too are probably here. It's just, I think there's a lack of control on who's getting in on some of the other vouchers. And I think we're seeing people just put people in the units and not really working with them on what it takes to be successful in the unit. And so, you know, here and uptick in the number of folks that are not on the LHA side, because we know what we do, but on the MHB, alcohol use, fighting, and it's just people are housing folks without working with them. And so we're going to engage in that conversation pretty quick, because they're not supporting them and then they're not successful. And if we're evicting them at the minute with the addiction trigger, they will not be able to find a place to live. Right. So I'm not doing any independent disorder. Right. Yeah. Any comments on the property ethics? I started doing quarterly management maintenance and basically we started at the top of a property. We walk all the way through. We've done three in the last two weeks. So it's getting maintenance kind of a deadline to get some of these little projects that have been open for years done, things that are high cost, one was for here, the Sweets example. The long rooms have either no trash can or a little tiny trash can that isn't. So it was ordered three trash cans for the, you know, not a huge cost, but it's something that needs to be done, but not done. Now it's done. Going through that, even looking for little maintenance, caps on the elevator, rails that we're missing, stuff like that. So we're doing very detailed, very maintenance isn't loving it, but it's giving them deadlines to get some of this done as well. And then along with management to keep following up on them to get that. So that goes back to your line in fruit, which we're dealing with these things that people are constantly complaining about. Yeah. So that's three out of nine are done. I have one this afternoon and one tomorrow afternoon too. And I haven't scheduled for the next year. So let's see. Shuttle transportation. We recently did a survey of all of the residents. Got quite a good response back from those. Looks like the two main places for each community was Walmart and Kingsu versus where they want to go. So still working with VIA. We were trying to piggyback off of the city. Talk to Phil, Phil did some digging. The city's contract, I guess we can't piggyback off of because they don't have any services like this with VIA. They have something else I... Right, I'll talk to Phil. So Joni and Jeff were all nuts. So that's where that left off earlier this week. It's too bad we don't have the history to get. But VIA I know can put together a function. We've done it before. We had it for 20 years. So, and they can put to, you know, they can work with it. They could be needed when and scheduling and all that. They'll put it all together and we've got the money to do it. So, toss that one to them, Lisa. And they have them put it together and you'll be free to... But then I have this as an attorney so that thousands of other things, okay? Yeah, no, I think this is more a contractual issue. Yeah, yeah, but they can get the details of it together Let me talk to Phil. I think just because it's not in there doesn't mean we can't have that in there. Yeah, exactly. I've mapped it all out where the key supers are, the properties are, Walmart's are, and got a route even that I think will work for them. VIA will do that. Yeah, so...  So, they do want that. So one of the low-hanging fruits for the resident surveys was activities and all that, so the managers and I are working on a couple of projects that are coming up that are very low-cost to LHA, may even be free. So, one of them is something we did in Vegas that was amazing. I haven't really talked too much about it, but we did photo shoots for the residents. There's a couple of photo companies here in Longlock that we were reaching out to to see if they will donate the printing of the photos. Cass, a professional photographer, and my husband is as well. So all we have to do is get the backdrop. And so we figured, yeah, she's a professional photographer, she did current photography shoot, but we figured doing a couple of photo shoots at each of the properties, giving a four-hour time span. Each residents get 10 minutes to come in, get their professional picture with a professional backdrop, send them a SD card into the photo place and have them print it off. We used Walgreens, which was really low-cost too last time, but the residents love having a nice five-by-seven of themselves, and then we gave them a release to go get wallets done or bigger pictures so they could use it for the holidays. And so it only cost the residents, if they wanted to go get wallets and more five-by-sevens, five, $10, and then they had that nice photo of themselves to give out with their cards to family and stuff for the holiday. That's awesome. That is awesome. So come forward. You could reach out the next slide and see if they can, they have jump drives they have for swag. Oh. And since we're working on the agreements, you know, the master agreements, then just see if they'll give us the, and then you can just load it on it and then you don't need to print it, they can print one. Yeah, so you just give them a jump drive. That would be perfect. That was our other thought, if we couldn't find anybody to print it somehow, get thumb drives or something for every place. Yeah, just call next. Not everybody can do that, but that's okay. But you could go to Walmart, Walgreens or anything with that, so I plug it in and print it out. Okay. Yeah. Because we have the software, Kat and I have the software to do the editing through Lightroom and everything else, so. Awesome. Okay. So that's one of them doing some bingoes and everything with some nice prizes. Kat's been calling different organizations and groups and small businesses here along want to get some prize donations. So that we can do some fun bingo events. So those are coming. Another maintenance thing we're working on is Deckard of Rock. We've gotten some price quotes, got use of a city truck. We did some over at Fall River on their walking path a couple of weeks ago and we plan to hopefully hit all the properties with upgrading the, where the mulches into Deckard of Rock, hopefully by the end of the year, whether permitting and maintenance permitting. Everything else is just each property thing. I have a comment. This is just to let you know it's not a criticism. Okay. But I noticed you've got Champa and RVG audits for Ask for Minnows. Today is the, uh-huh, and don't put this bit of notice on it. They're not coming into the units. This is all file reviews. That's what I want to make sure of. Yeah. Because if they're, yeah. You'll get tutorial. We got stuck one year with no notice at all. And it's kind of gunshots. So as long as we add, and then when you're, it was just 24 hours notice. Yeah, it's not, it's pretty cool. What Tracy and I are doing, as soon as we get a notice audit, we're walking through all these steps. Okay, are the units okay? And then we put on all of our calendars when we get the 24 hour note, a preliminary walk, and Tracy's been really good about doing that. That explains why they took over the crab. I don't know if you know what I'm saying. Yeah. Those are just all you're doing. Yeah, they're just doing the files, so. All right. Okay. Nobody's knocking on your door. So. I'm like, I'm like, yeah. All right. So let's jump into the agency and polls. Yeah. So, where we're at today is we are, I met with the community managers about the process. We're gonna update our debt policy so that it outlines what their responsibilities are and what our responsibilities are because it really didn't outline that. So the first original, like if somebody owes, it doesn't, we don't see it. It doesn't come to us if they owe. It goes straight to Lisa. So Lisa is the first point of contact or any refund or any OVAC, basically, let her pay. She's gonna review to make sure that the charges are correct because in the beginning, what was happening is community managers were charging and they may have been in the room for 10 years and probably shouldn't have been charged to be clean, you know, that kind of stuff. So Lisa does the first look and she sends out the first letter. What was happening is no other letters if we're happening after that. So the community managers will start doing the 30 day and then on the 60 day letter, it'll be basic, we're trying to get over the collections depending on that. We're probably always gonna say you're being turned over to collections but then we'll decide if it's within that limit that's even worth it. And I have a call with DC Services. I sent them all our data and they wanna, you know, we're scheduling a call to actually see what the actual cost is sending these guys to collections but we need to make sure that all of those individuals have received these letters and make sure that we've done the corresponding letters for all those.  Then once it goes to collections, it comes over to you again. And accounting takes care of what it needs to do to go to collections and we'll probably have to work in in session with community managers because they'll have the files. And there's certain things in the files that we can't see in the system. So we definitely have all probably over $65,000 that we can probably send to collections and a lot of this is because of the maintenance along with just the evictions and the cleaning that has had to do with her legal costs and everything. How much do you think they'll get? Nothing. I know I have two that, if we know stuff beforehand, I've been able to get one as a court order that she had to pay back certain damages and then we made a payment plan with her after court she had to come in and after we had the totals. And I think when we collected all the court fees back on that, we ended up saving, she ended up not getting evicted even though we were granted eviction. We collected all her court fees from the family, so yeah. I think if we get 25% that's a great result, but if you get anything, again, it's more about the accountability and that's the big piece is doing this. We are also, and it's overlapping sometimes at least most of the time it's HCD, but with tracing compliance is we are filing fraud cases. And so we have, sorry, sent a couple into OIG and the police department, I think we've got one or two more that we're getting ready to do. So we are sending these into the appropriate law enforcement agencies when we are seeing the fraud. So is this information from four of them when they go somewhere else to apply for? I don't know if this comes up. So once it goes to the collection agency, they will be showing on their credit report that they owe a housing authority. So that prevents a lot of people from renting other places if they see that collection from a housing authority. And the fraud piece is important too, because my history has caught me that sometimes when you see it, what you'll end up finding is there's probably a larger thing that you're seeing in my last city, we saw somebody that this was really Katrina related fraud, but we picked it up in my last city. They ended up finding further cities, ended up being a full on federal case and the individual got sentenced to prison because of this. And so our obligation is to ensure that when we see it or you report it, but to your point is that's incredibly important because you might start seeing the overall trend. And if we see it and we see that there are, let's say connected to the county, we're gonna go, you need to be aware of this to try to get her on this issue. And some of this I'd like to get, we might get some of the insurance claims back with some of this receivable or is this really just tenant owned? So some of it has been received with insurance. So like the next unit at A&M. But is there more money that could possibly be received? Yeah, because I think. It's still working process? Yeah. As long as they find them in. But at least it puts something on their record and that's what wasn't happening before. And then we were even having people reapply and taking on those tenants. And then without that being on their credit that they appeared before. So we're also starting to have conversations with the county wide because I think a lot of times people don't wanna go down the road of eviction. And the problem is they start passing people along to other folks. And then it's just you look up and you go, well, oh, yeah, they've had a history of this and this property, this property and this property. And I think it's important for all property managers to understand it may be easier not to do this, but you need to do this so we can build system-wide accountability. And so we're, you were talking to the county. Well, I was, the sheriff brought it out to me. Sarah Arnie and I have been talking with people from the Boulder Area Parental Housing Association, an attorney and all that trying to figure out what's the best way to go about this? Because like the sheriff made a comment. He's evicted the same household five times in the last year and a half. Yep. And because of how the court suppressed records, it does it show when you go to do a background check. So it's more of the landlords who really needed to be talking to the landlords, doing those rental verifications and us sharing the information. Though, we did find out that even though the court suppressed the records, we don't have to suppress that we evicted them. We can share that. It's just not searchable. Part of the game becomes if I tell you that they are evicted, I can't get rid of them to you. But they're already gone. No, no, no. I'm just saying, they had a good track record. Well, no, we want them out of here. So I mean, even if I make a complaint, like, oh, well, they had a visitor without telling the management, they won't take me. Yeah. That's hard with the problems that are still housed. But a lot of it's like, we don't want to be in that situation where the sheriff said he's evicted the same house in five times because they get evicted, but their evictions are suppressed, so it doesn't show up. So even if you did the last five addresses in the last year, it's like really going through and looking at those previous addresses that pop up and checking. Yeah. Yeah. Let's go on to anything else we need to do those? No. That's all you have properly, Vinnie? Yeah, so we're gonna start moving this to a quarterly process. We talked to the board that there's just not much activity every month, so we're gonna move it to quarterly. Right now, I can tell you that I've highlighted a couple, you know, showing that we're over in vacancy based on what we've done to go. I can tell you as of today, we are over on every single property on vacancy. So this may be June's report, but by August, we're already over on every single property for the vacancy loss. The one thing that is good is that we don't budget for the HCV vouchers, so we have that going for us. And so... We're undercollective. Correct. But we also are getting more in certain areas where we're still looking for budget for income per se. And then the same thing with the expenses, we're pretty in line for our expenditures by August except for the two properties that happen at issues. And usually we have more expensive before we get the actual insurance proceeds. So those are the two that we have. But other than that, most of our expenses, as you can see, even in June, that we're either right at the custom 50% or below 50%. So with the exception of the ban, and it's the sweets now by August. So I don't know if I have any questions. So allowance for doubtful accounts, do you think that's okay with the balance that we have out there with us sending some of that over to collections or do you think we might need to keep that up a little bit? We probably need to keep that up. We probably need to keep that up. Usually that's done at year-end. Year-end, yeah. But we could definitely start looking at that on a quarterly basis as well. Yeah. I think that's a good process to add. I think we'll just leave the voucher, each one's count as a, check it out by reference. We don't have a huge discussion on that. Alice, do you have anything else?  So then, is this anybody else having meals? I just wanted to check in for you if we ever get out of a memorial type thing for the LHBC members, so I am right. I know you're meeting with them tomorrow, so maybe ask if they have any direction on what we can do and what we can do on that site. Thank you. Good reminder. Who passed me? Anton. Anton. Please. I wish I'm like Gattus and he was a former LHBC worker. Just, even if it's just like contributing something to the memorial service. Thank you for that. All right, last thing I just wanted to say was Proposition 12123 is coming up and that's affordable housing, so hopefully that gets passed. So then, you can get more money for this thing. Is that the one for statewide reallocating already collected money? Correct. Please vote for that. Please vote for it. Is that someone that's attainable housing too, right? So it's affordable, right? Yeah, just like five different areas. Yeah, which is the attainable housing to big LHBC guys, so we'll put you that pass. If we did the math based on the amount they want to collect and the number of units is about 35,000 units, is it a little bigger now? That's a pretty big deal on homeownership. On homeownership, that's a big deal. Right, exactly. What, are you talking about the first year when they get credit for that? No, the investment that the state can make. Oh, you're into that. So when we look at homeownership, we're working a project right now on the city side that, you know, you drop 35,000 into the state. The cities can drop 15,000, 20,000, 15,000 and all of a sudden you have real-world homeownership opportunities. Yeah. Right, so it's a turn at 10.53? Yeah, thank you.


Three U.S. Navy ships and two Coast Guard cutters will participate in Fleet Week New York May 21st through 27th. Fleet Week New York is a week-long celebration that gives local citizens a look at the latest capabilities of today's Maritime Services. It features military band concerts, exhibits and military demonstrations. For more information follow the Fleet Week New York Facebook page. The Navy is partnering with the Drug Enforcement Administration for National Take Back Day April 26th. You can safely dispose of your unused prescription medications at any participating medical treatment facility. Visit DEA.gov to find a collection site near you. Read more about these stories at Navy.Mill. From all hands update, thanks for watching.