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From YouTube: Asheville Regional Housing Consortium – March 6, 2023
Description
Regular meeting of the Asheville Regional Housing Consortium.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/department/city-clerk/boards-and-commissions/asheville-regional-housing-consortium/
Participate before and during the meeting on our public engagement hub: https://publicinput.com/PY8666
B
All
right,
good
morning,
everyone
I'm
Sage
Turner,
chair
of
the
Asheville
Regional
Housing
Consortium
I'd,
like
to
welcome
you
to
our
March
6
2023
meeting.
We
are
streaming
live
on
our
virtual
engagement
Hub,
which
is
accessible
through
the
virtual
engagement
Hub
link
on
the
front
page
of
the
city's
website.
We
also
have
an
option
for
the
public
to
listen
in
Live
Today
by
phone,
and
you
can
do
that
by
dialing.
B
855-925-2801
that's
855-925-2801
and
enter
the
meeting
code
8763
for
those
of
you
out
there
joining
us
and
listening
in,
welcome.
I
will
now
go
through
and
introduce
all
board
members
and
staff
leadership.
If
you
could,
when
you
hear
your
name,
come
off
me
and
say:
quick,
hello,
Robin,
Merrell,.
B
Good
morning
Karen
Kina
I
thought
I
saw
Karen,
okay,
no
Karen
Ben
Woody.
B
I
don't
see
Ben
yet
Jennifer
good
morning,
everybody
all
right,
Eric,
rufa,
I,
think
I
saw
you
no
Eric,
we're
all
so
small
on
my
screen.
I'm.
Sorry,
okay,.
B
B
A
F
Actually,
when
you
finish
roll
call,
do
you
mind
giving
it
back
to
me
for
a
quick
introduction
for
someone
on
our
team
sure,
thanks
Alice.
B
Berry
here
thanks
hi
Alice.
Thank
you
all
right
and
some
staff
leadership,
so
community
and
economic
development
director
for
the
city
of
Asheville,
Nikki
Reed.
Good
morning,
a
Community
Development
coordinator,
Dana
Valley
Marie
I
saw
her
hi.
Okay,
thank
you.
Everybody
and
maybe
we'll
see
a
couple
more
come
in
I
just
got
confirmation
that
Ben
Woody
will
not
be
able
to
join
us.
So
I
don't
believe
we
have
Quorum
I'll,
do
a
quick
count,
but
go
ahead.
Kate.
If
you
want
to
introduce
someone.
F
Thanks
so
just
for
everybody
on
the
call
we
have
we
hired
a
new
plan,
community
development
director
in
Transylvania
County
and
it's
Jeff,
Adams
and
so
he's
on
the
call
just
as
kind
of
an
informational
this
morning,
but
you'll
probably
be
seeing
his
name
or
in
the
future.
B
B
B
H
B
B
B
C
B
Miranda,
oh
no,
you
are
under
oh
Elizabeth,
yes,
okay,
Kate,
yes,
Robin.
I
B
We
got
Emily
got
Elizabeth
Alice,
yes,
did
I
miss
anybody,
I
feel
like
that.
Wasn't
10
people,
but
okay,
all
right.
The
minutes
are
approved.
Thank
you.
Everyone
moving
on
to
item
number
three,
our
upcoming
meeting
schedule
I,
am
thinking
Nikki.
Is
that
you
or
Dana?
That's
me
actually.
A
Okay,
all
right
so
the
month
of
March
is
really
busy
for
the
Consortium
and
we
have
three
meetings
taking
place,
including
today's
meeting.
So
we
wanted
to
take
a
couple
minutes
to
make
sure
everyone
knows
what's
happening
when
so.
Today's
meeting
is,
of
course,
going
to
center
around
Hallmark
allocation
plan
and
we're
hoping
that
will
include
a
vote
to
make
recommendations
to
city
council
towards
the
end.
The
next
steps
in
the
Hallmark
process
will
be
a
public
hearing
at
city
council
which
we've
scheduled
for
March
14th
and
a
final
vote
at
Council
on
March
28th.
A
Funding
recommendations
meeting
occurs
the
following
week
on
March
22nd,
also
from
10
to
11
30.
The
March
22nd
meeting
does
require
a
vote.
So
if
you
can't
attend
the
meeting,
please
inform
that
your
alternates
that
they'll
need
to
attend
in
your
place.
The
funding
recommendations
this
year
are
going
to
look
a
little
different.
A
From
the
past
years,
we've
brought
on
a
national
consultant
TDA
different
than
Buncombe
County
CDA
they're,
going
to
review
our
home
applications
and
create
our
funding
recommendations
this
year,
and
they
bring
a
lot
of
experience
and
expertise
with
the
home
program
to
the
table
and
we're
confident
that
the
recommendations
they
make
are
going
to
be
in
the
best
interest
of
the
Consortium.
A
B
Thank
you,
Dana
and
I
will
Echo
that
so
those
meetings
that
we
need
to
vote
out
please
either
attend
or
send
your
alternate.
Okay,
thank
you
for
running
through
the
schedule
for
us.
We
are
moving
on
to
the
next
item.
Number
four,
which
is
the
presentation
of
the
Hallmark
allocation
plan
by
Baker,
Tilley
Ely,
is
that
you
are
you
going
to
run
with
it
or.
J
You
yeah
we're
happy
to
kick
things
off
good
morning:
everybody.
My
name
is
Eli
Mathis
I'm,
a
manager
with
Baker
Tilly's
housing
and
economic
development
team,
which
is
part
of
our
larger
public
sector,
Advisory
Group
at
Baker
Tilly,
and
we
do
work
with
a
lot
of
different
Federal
programs
with
communities
around
the
country,
and
lately,
we've
been
doing
quite
a
bit
of
work,
working
on
home,
ARP
allocation
plans
for
clients
and
I'm,
actually
a
former
Asheville
resident
and
city
of
Asheville
employee.
J
So
we're
excited
to
have
the
opportunity
to
come
in
and
work
with
you
all
and
I
see
a
couple
of
familiar
faces:
I
see,
Matt
cable.
Over
there,
it's
been
a
while,
since
we've
worked
together
but
good
to
see
you
again
and
we're
here
today
with
us
our
second
time
presenting
to
the
Consortium
board
and
previously,
when
we
met,
we
had
just
finished
up
our
initial
Outreach
and
focus
group.
So
we
had
a
little
bit
of
feedback
to
present.
J
Now
we've
actually
got
the
draft
plan
developed
and
it's
out
for
public
comments.
So
we'll
have
a
little
bit
more
information
to
share
with
you
all
today
and
what
we're
going
to
do
is
walk
through
a
quick
PowerPoint
that'll,
give
a
high
level
overview
of
the
home
ARP
program,
as
well
as
some
of
the
findings
that
we've
gotten
from
the
different
Outreach
methods
that
we've
done
and
then
would
like
to
get
your
feedback
on
the
draft
allocation
and
and
what
we're
proposing
in
the
plan.
J
K
Good
morning,
everyone
nice
to
meet
you
all-
apologies
that
I
can't
be
on
camera
today,
but
excited
to
have
had
the
opportunity
to
work
with
Asheville
and
excited
to
hear
your
thoughts
today
as
well.
So
I,
don't
have
very
much
to
say,
but
just
hello
and
good
morning.
L
Hey
good
morning,
my
name
is
Daniel.
Giroux
I
have
been
on
board
with
Baker
Tilly
for
about
seven
months
of
my
background.
Before
being
on,
this
team
is
in
Economic
Development
Community
Development
Workforce
Development
I've
really
enjoyed
working
with
the
Asheville
region
on
this
plan.
I
can't
believe
it's
almost
time
that
we
are
getting
close
to
wrapping
up
and
look
forward
to
discussing
some
of
what
we
found
today.
M
Hopefully
my
sound
and
Camera
are
working
good
morning:
I'm
Marta,
pretty
with
Baker
Tilly
I'm
a
director
with
an
urban
planning
background
and
I'm
a
UNC
Chapel
Hill
graduate
from
my
Master's
in
planning
so
disappointed
about
the
game
this
weekend.
But
you
know
when
some
you
lose
some
so
great
to
be
here.
N
Foreign
I'm
Baron
Bell,
with
Community
Development
experts
working
in
tandem
with
Baker
Tilly
I'm,
a
subject
matter:
expert
I
have
a
25
years
experience
in
Housing
and
Community
Development
I
actually
worked
in
HUD
headquarters
under
the
CPD
program.
A
policy
director
and
I
had
the
great
opportunity,
several
years
ago,
of
being
an
elite
group
of
trainers
who
rolled
out
both
the
integrated
disbursement
and
information
systems.
Idis.
N
Some
of
you
may
know
about
that,
and
also
was
the
lead
manager
for
the
Consolidated
plan,
rollout
explaining
and
training
grantees,
and
even
had
a
fortunate
opportunity
to
train
HUD
employees
on
HUD,
Grant
programs
and
policy.
So
I'm
glad
to
be
here.
J
Thanks
Baron
all
right
and
I'll
hand
it
over
to
Daniel
to
take
us
through
our
presentation
and
again
some
of
this
you
all
have
already
seen
so
we
may
go
through
some
of
the
initial
slides
a
little
bit
faster,
but
still
want
to
provide
a
little
bit
of
context
about
the
homemade
home
ARP
program.
The
limitations
there.
L
H
Thank
you.
What
we're
going.
L
To
do
pretty
quickly
is
run
through
a
review
of
Hallmark
I
know.
Many
of
you
are
well
versed
in
the
home
program
and
and
probably
even
home
ARP,
because
the
last
few
months,
especially
since
we've
been
working
with
you
all
and
they've,
been
working
on
this
recently
as
well.
We're
looking
into
the
the
plan
before
we
started
the
engagement,
we're
going
to
go
over
the
stakeholder
consultation
process.
L
What
we
learned
from
stakeholders
in
your
region,
including
you
all,
as
well
as
a
public
survey
process,
and
how
that
feedback
from
from
those
two
processes
help
build
out
the
home
ARP
plan
and
the
funding
allocation,
we're
going
to
review
the
funding
allocation
and
also
talk
about
the
next
steps
of
the
plan.
There
are
a
few
next
steps
we
have
to
go
through
before
the
March
31
deadline
to
submit
the
home
allocation
plan.
L
Partnership
program
also
before
I
get
going.
If
you
have
any
questions
along
the
way
feel
free
to
raise
your
hand,
I
may
not
see
your
hand
raised
if
I
do
not
somebody
just
shout
out,
you
can
come
off.
Mike
won't
bother
me
at
all.
So
home
investment
partnership
program
provides
grants
to
State
and
local
governments
to
create
affordable
housing
for
low-income
households
and
that's,
of
course,
an
annual
allocation
from
HUD
from
the
home
art
plan.
L
E
L
Eligible
populations
that
this
funding
can
help
impact
are
those
that
are
homeless.
Those
are
at
risk
of
homelessness,
those
that
are
fleeing
or
attempting
to
flee
domestic
violence,
Dating
Violence,
sexual
assault,
stalking,
human
trafficking
and
their
families.
Other
populations
were
providing
Supportive,
Services
or
assistance
would
prevent
the
family's
homelessness
or
would
serve
those
at
greater
risk
of
homelessness
and
also
veterans
in
their
families.
That
include
a
veteran
that
meets
one
of
those
preceding
criteria.
L
Activities
for
the
funding
are
the
production
or
preservation
of
affordable
housing,
tbra
Supportive,
Services
and
we'll
go
over
the
sword
of
services
and
the
purchase
and
development
of
non-congregate
shelter
just
wanted
to
provide
you
with
a
quick
definition
for
at
risk
of
homelessness
for
home
ARP
purposes.
So,
with
respect.
H
L
Individual
or
family
that
individual
or
family
must
have
an
income
below
30
percent
of
the
median
income
for
the
Democrat
for
the
geographic
area.
Didn't
call
it
everybody
here,
but
we
wanted
to
at
least
provide
for
one
County.
We
called
out
Buncombe
so
for
one
person,
that's
14,
400,
two,
it's
eighteen
thousand
three,
ten,
three
person
household
twenty,
three
thousand
Thirty
in
a
four-person
household,
twenty,
seven
thousand
seven.
L
Fifty
just
to
give
you
an
idea
of
what
that
30
of
the
median
income
is
that
person
or
family
has
to
be,
or
has
to
have
insufficient
resources
immediately
immediately
available
to
attain
housing,
stability
and
undersea
they'd
have
to
either
have
moved
frequently
because
of
economic
reasons.
Living
in
the
home
of
another
has
been
notified
that
the
right
to
occupy
their
current
or
housing.
L
Their
current
housing
living
situation
will
be
terminated,
live
in
a
hotel
or
motel
lives
in
severely
overcrowded
housing
is
in
or
is
exiting
an
institution
or
otherwise
lives
in
housing
that
has
characteristics
associated
with
instability
and.
M
L
Activities
of
Support
Services
coverage
a
wide
variety
from
case
management,
Child
Care
to
to
education,
food,
outpatient,
Health,
Services,
mental
health
and
Outreach
Services,
Housing
search
and
counseling
life
skills,
training,
assistance
with
moving
costs,
that's
assistance
of
moving
costs
within
the
defined
region,
substance,
abuse,
Treatment,
Services,
Transportation,
legal
services
and
employment
assistance
and
job
training,
and
what
we
were
engaged
to
put
together
is,
of
course,
the
home
allocation
plan,
which
describes
proposed
activities
of
how
the
participating
jurisdictions
intends
to
distribute
its
home
ARP
funds.
L
L
Of
the
home
funds,
the
allocation
plan
has
to
be
submitted
to
hunt
by
March
31st
of
this
year
as
an
amendment
to
the
fiscal
year,
2021
annual
action
plan
for
review
and
acceptance
and
then
allocation
plan
requirements.
What
we've
been
doing
and
what
we
still
are
doing
to
complete
the
plan,
the
consultation
process
and
the
public
participation
process.
What
she
did
was
stakeholders,
as
well
as
Community
agencies
and
community
members,
the
needs
assessment
and
GAP
analysis
which
we'll
talk
about
in
a
few
minutes
home
ARP
activities.
L
If
any
preferences
were
established
as
based
on
populations
under
those
populations
mentioned
earlier
and
home
ARP
refinancing
guidelines,
home
Erp
funds
can
be
used
to
refinance,
affordable
housing
units
guidelines
have
to
be
established
if
and
only
if,
the
the
funding
is
being
used
for
that
purpose
in
your
area,
so
we
went
through
four
focus
groups.
L
We
met
with
all
four
of
the
counties
and
the
Asheville
Consortium
region,
so
we
went
with
Madison
on
the
18th
I
believe
Henderson
on
the
19th
and
then
Transylvania
and
Buncombe
on
the
20th
of
January
and
a
total
of
51
agencies
were
invited
to
participate
in
those
meetings.
42
individuals,
representing
30
of
those
agents,
participated
in
at
least
one
focus
group
or
a
direct
phone
call
discussion,
and
all
of
those
comments
are
listed
in
the
allocation
plan
that
can
be
found
in
the
allocation
plan.
L
But
during
discussions
with
those
groups
of
stakeholders,
three
area
of
needs
were
identified
and
really
highly
discussed
and
talked
about
as
potential
uses
of
the
funds
on
those
theater
production.
The
production
and
preservation
of
affordable
housing
units,
non-congregate
shelter
and
Supportive
Services.
L
On
the
public
participation
side,
a
public
survey
was
released,
both
the
digital
format,
English
and
Spanish
to
the
region
and
302
responses
were
received.
18
of
those
300
and
2
were
Spanish
language
surveys,
so
those
are
included
within
that
302
number
I'm
just
going
to
go
over
a
few
questions
that
were
asked
that
really
identify
the
best
questions
from
the
survey
that
identify
where
the
public
wants
to
see
the
the
funding
being
utilized
or
used.
L
So
one
question
was
asked
to
or
ask
the
individuals
taking
the
surveys
to
rank
the
community
housing
needs
and
construction
of
new,
affordable
housing
was
ranked
as
the
most
important.
So,
as
you
can
see,
out
of
these
four
survey,
respondents
could
rank
one
two,
three
or
four:
the
construction
of
new
or
construction
of
new,
affordable
housing
units,
additional
Emergency,
Shelters
or
non-congregate
shelter,
additional
Supportive,
Services
or
housing
vouchers
for
low
income
to
moderate
income
individuals
and
of
those
four
around
43
chose
I
think
instruction
of
new
affordable
housing.
L
So
that
of
course
went
alongside
the
stakeholder
feedback
we
received
and
when
asked
to
select
the
greatest
single
need
for
housing
in
the
community.
Affordable
rental
housing
units
was
ranked
as
the
greatest
there,
so
at
56
percent
non-congregate
emergency
shelter
came
in
at
13
and
then
31
of
people
said
transitional
housing
with
Supportive
Services.
So.
L
Those
questions
were
similarly
asked
and
specifically
focused
on
services
and
the
greatest
Gap
in
Services,
as
you
can
tell
Mental,
Health
Services
came
out
above
and
beyond
everything
else,
with
146
respondents,
so
only
one
response
was
or
or
only
one
line
item
was
able
to
be
chosen.
So
you
know
you
could
only
choose
Mental,
Health,
Services
or
only
transportation
services.
Here
we
really
wanted
to
gauge.
J
Didn't
want
to
jump
in
and
clarify
something
too,
but
one
thing
we
saw
in
some
of
the
comments
for
people
that
selected
other
and
then
also
some
feedback
that
we
got.
A
lot
of
people
were
considering
mental
health
and
substance
abuse.
To
sort
of
be
this.
A
similar
type
of
service,
so
I
think
that
number,
where
you're
seeing
Mental
Health
Services
really
kind
of
off
the
charts.
I
would
also
consider
that
to
include
substance,
abuse
disorders
as
well.
L
Yes,
absolutely
and
those
public.
You
know
those
other
comments
are
noted
in
the
allocation
plan
as
well
so
they're
they're
listed,
but
we
can
definitely
do
that.
L
Okay,
if
not
I
am
going
to
pass
the
next
slides
to
Baron
Baron
when
you
want
me
to
Advance.
Just
let
me
know
and
I'll
do
that
for
you.
N
Okay,
thank
you.
So
here
we
have
our
point
in
time:
survey:
information
that
gives
us
information
on
the
number
of
beds
and
units
for
families
in
January,
which
is
the
point
of
time
where
the
survey
has
taken,
and
also
the
number
of
persons
who
were
enumerated
as
being
homeless,
sheltered
and
homeless
unsheltered.
So
what
you
see
over
there
to
the
left?
We
have
at
the
top
emergency
shelter.
N
So,
on
a
point
of
time
survey
we
had
67
beds
available
for
families
within
33
units
and
then,
when
you
had
233
adult
only
beds
so
for
transitional
housing,
we
had
59
beds
and
21
units
218,
adult
only
Beds,
which
tend
to
be
single
beds:
permanent
housing.
We
had
118
family
beds,
536
adult
only
in
other
permanent
housing,
156
beds
and
53
units,
the
only
beds
we
had
247.
So
what
this
information
shows
for
adults
own
only
there
are
more
units
in
the
inventory
that
are
available
for
homeless
persons
than
families.
N
If
we
go
to
the
middle
of
the
chart,
there
was
as
homeless
population
at
the
top,
and
we
immediately
go
to
the
last
to
the
roads.
Three
and
two
you
see
that
for
sheltered
homeless
we
had
34
who
was
sheltered,
that's
34
families
and
then
adults.
N
We
had
412
pretty
much
single
adults
who
were
homeless
on
the
point
in
time
survey
our
veteran
account
for
that
was
pretty
significant,
142
homeless
vets,
but
who
were
sheltered,
our
unhomeless
population
for
families
there
are
only
nine
households,
we
shouldn't
say
only
nine
households
but,
relatively
speaking
in
terms
of
the
of
the
numbers,
we
had
nine
family
households
who
were
unsheltered
as
compared
to
291
adults,
households
that
were
unsheltered,
and
we
also
had
between
the
two
groups:
60
101,
homeless,
individuals,
sheltered
60,
sheltered
41
unsheltered,
who
were
victims
of
domestic
violence
or
stalking.
N
So
what
we
did
and
it's
important
to
understand,
the
Gap
analysis
is
not
a
pure
mathematic
calculation
of
what
we
see
in
the
point
in
time
survey
and
the
bids
available.
What
we
have
other
information
that
we
pulled
from
there
was
an
outer
week
study
that
was
just
recently
done
locally
in
some
other
studies
that
was
done
locally.
That
gave
us
information
on
the
number
of
units
so
taking
information
from
these
other
documents,
we
estimated
a
gap
of
60
beds.
N
H
And
if
I
may
make
just
one
comment,
I
just
want
it
may
be
obvious,
but
I
did
want
to
just
share
that
this
is
for
the
region.
I
know
that
we've
been
looking
a
lot
at
some
other
data,
but
just
I
did
want
to
clarify
that
this
was
for
the
entire
region
and
so
we're
pulling
from
the
Asheville
Buncombe
Continuum
of
Care,
but
then
also
the
other
Regional
continued
continuums.
N
Yeah,
so
we
have
special
data
and
Andrew
was
helpful
with
that.
We
had
special
data
that
we
added
to
those
numbers.
So
that's
not
even
the
balance
of
state,
that's
only
for
the
Three
Counties
Madison
Henderson
Transylvania,
so
the
data
is
specific
for
that
are
added
to
the
the
Asheville.
Welcome
point
in
time.
Survey
count.
So
thanks
for
that.
Thank.
B
E
N
All
right,
yeah
Daniel,
we
can
go
to
the
next
slide,
all
right.
So
this
slide
right
here.
It's
getting
at
another
type
of
qualifying
population
group
and
this
population
group
on
that
person
at
risk
of
homelessness
per
se,
but
they're
individuals
who
are
at
greater
risk
of
housing
instability,
so
at
risk
of
homelessness.
We
saw
on
the
slide
that's
generally
persons
who
are
30
percent
and
Below
median
they're
suggested
for
family
side,
but
the
other
category
of
greatest
risk
of
housing
instability.
N
Then
the
incomes
go
up
to
50
percent
of
the
median
area
income
there,
and
so
this
data
analysis
comes
from
comprehensive
housing,
affordability,
strategy
data,
Chas
data
and
Hunt
does
special
tabulations
each
year
from
American
Community
survey,
data
released
by
the
census
Bureau
and
they
take
five
year
estimates.
N
So
the
most
recent
five-year
estimate
available
for
the
Asheville
region
in
the
Three
Counties
is
from
2015
to
2
2019,
and
so
what
we
see
here,
the
total
number
of
running
units
was
63
786,
but
units
affordable
to
households
that
are
30
percent
of
the
Ami
are
at
risk
of
homeless.
There
was
only
3
528
units
available
for
that.
N
Other
population
of
greatest
risk
of
housing
instability,
we
have
more
units
available,
eleven
thousand
five
and
then,
as
we
go
further
down,
we
have
an
estimate
of
the
level
of
Need
for
household
and
this
level
of
need
for
the
household,
and
this
is
not
our
own
estimate
of
need.
These
come
from
the
ARP
template.
N
So
at
that
zero
to
thirty
percent
income,
we
had
9463
households
who
were
at
that
income
level,
who
also
experienced
some
sort
of
severe
cost
burden,
and
then
we
had
7028
households
according
to
the
data
estimates
at
the
30
to
50
percent,
who
also
had
some
form
of
severe
cost
burden.
N
So
that's
the
thing
to
understand
with
these
data
charts,
of
course,
we
know
it's
more
facilities
as
needed,
more
housing
that
could
be
produced,
but
this
housing
and
these
funds
are
for
those
who
have
greater
risk
of
homelessness
and
greatest
risk
of
housing.
Instability,
okay,
Daniel
I
think
that's.
It.
J
For
our
data,
yeah
and
I'm,
fearing
I'm,
happy
to
jump
in
here
and
talk
about
this
a
little
bit,
so
this
obviously
is
outlined
in
a
lot
more
detail
within
the
allocation
plan,
but
this
is
a
summary
table
of
the
breakdown
of
funding
based
on
all
the
feedback
that
we've
heard
and
all
the
different
discussions
that
have
happened
and
I'll.
Take
you
all
through
this.
J
You
know
again
based
on
the
survey
data
and
the
meetings
that
we
had,
that
really
came
forward
as
as
the
highest
need
across
the
board
I.
Originally,
when
we
started
this
process,
I
thought
we
would
see
more
variability
between
the
different
counties,
the
different
jurisdictions,
but
really
across
the
board.
We
were
hearing
from
stakeholders
and
community
members
that
affordable
rental
housing
is
the
top
priority.
So
what
we're
recommending,
based
on
the
results
that
we've
seen
was
the
majority
of
the
funding?
J
64
percent
would
go
towards
development
of
affordable
rental
housing
and
then
a
smaller,
but
still
pretty
substantial
portion.
21
of
the
funding
were
a
million
dollars
would
go
towards
Supportive,
Services
and
Supportive
Services,
even
though
it
didn't
rank
quite
as
high
on
the
surveys.
As
far
as
priorities,
we
did
hear
a
lot
in
our
conversations
with
stakeholders
that
you
know
any
funding
going
towards
affordable
housing
should
have
wraparound
Supportive
Services
connected
to
it
that
that
was
a
huge
priority.
J
So
that's
why
we
are
recommending
allocating
a
certain
amount
of
funding
for
Supportive
Services
in
addition
to
affordable
rental
housing
and
then
finally,
the
15
for
admin
and
planning
that's
kind
of
the
standard
allocation
that
you'd
see
with
most
of
the
allocation
plans.
H
J
We
thought
it
was
important
to
reserve
15
for
it
now
to
make
sure
there's
adequate
funding
to
administer
the
programs
throughout
their
life
cycle
and,
as
things
get
a
little
bit
further
down
the
line,
there's
always
the
opportunity
to
get
a
HUD
and
modify
this
in
the
future
and
reallocate
some
of
that
funding.
If
it's
determined
that
it's
not
all
needed
under
admin
and
planning,
but
again,
we
did
think
it
was
important
to
make
sure
there's
there's
more
than
enough
there.
For
now.
J
J
And
before
we
we
talk
about
that,
I
just
wanted
to
go
on
to
the
next
slide,
to
talk
about
just
the
last
couple
of
steps
in
our
process.
So
there's
a
few
important
dates
coming
up.
The
the
plan
is
going
live
today
for
public
comment.
So
again
everything
we're
looking
at
now
is
still.
You
know
the
the
final
draft
version.
J
We
will
be
incorporating
feedback
from
this
group
and
the
public
comment
that
we
received
through
March
20th,
and
then
there
will
be
the
the
formal
public
hearing
of
the
city
council
meeting
on
March
14th,
where
again
we'll
be
able
to
take
additional
public
comment
and
then
the
plan
will
finally
be
presented
to
Council
on
March
28th,
and
that
will
be
the
final
plan
for
adoption
so
that
we
can
meet
Hud's
submission
deadline
of
March
31st.
J
So
again,
I
want
to
say
that
you
know
we
are
leaning
pretty
strongly
in
the
direction
of
the
the
allocation
table
that
we
just
showed
you,
but
there
obviously
is
still
opportunity
for
feedback,
and
we
definitely
want
to
hear
from
this
group
as
well
as
members
of
the
public.
N
L
N
Thing
one
thing
that
I
want
to
mention
briefly
that
we
didn't
in
terms
of
some
of
our
decisions.
The
Asheville
housing
market
has
the
highest
fare
Market
in
the
state
of
North
Carolina.
So
briefly,
for
comparison,
persons
in
the
Asheville
Asheville
metro
area,
fair
market
for
a
two-bedroom
apartment,
is
1
378.
in
the
Charlotte
Concord
Gastonia
area
that
same
two-bedroom
at
fair
market
is
1155..
So
in
the
Asheville
area,
your
rentals
are
like
200
and
upwards
higher
than
any
other
place
in
the
entire
state
of
North
Carolina.
J
J
We
know
there
is
interest
in
shelters
and
also
tenant-based
rental
assistance,
but
this
what
we're
presenting
here
really
reflects
what
we
heard
as
the
highest
priorities
for
this,
this
one-time
allocation
of
funding,
so
that
again
it's
not
to
say
that
there
isn't
a
need
or
a
desire
for
these
other
elements,
but
that
this
was
identified
as
as
the
highest
priority
and
I
know.
J
Tenant-Based
rental
assistance
or
housing
vouchers
is
an
item
that
was
talked
about
several
times
but
again
and
again,
the
feedback
that
we
heard
is
there's
a
lack
of
available
units
in
the
marketplace
to
fully
utilize
existing
vouchers.
And
after
some
of
those
discussions
we
got
some
preliminary
data
that
I
think
for
2022.
J
J
N
Know,
and
also
one
of
the
things
that
Elena
had
to
have
a
conversation
about,
as
we
were
finalizing
the
data
and
we've
done
quite
a
few
of
these.
Now
when
it
came
to
vacant
housing
units,
the
Asheville
area
in
the
last
American
Community
survey
data,
you
all
had
I
think
20
000,
some
odd
plus
units
that
were
available,
but
not
in
the
rental
market,
and
they
were
just
available
for
like
rentals
or
vacation,
and
you
know,
and
it
was
like
Baron
I-
have
one
question:
I
want
you
to
look
at
this
I
said
Ella.
J
J
B
Mostly
second
homes,
yeah
I,
think
we
have
the
largest
Asheville
city,
has
the
largest
percentile
of
its
housing
being
used
for
short-term
use,
I
believe
of
anywhere
in
the
nation.
At
least
that
was
a
couple
years
ago,
but
we're
still
only
at
like
three
percent,
so
I
think
what
you're
seeing
is
the
big
Second
Home
Market,
which
has
been
estimated
as
much
as
15
of
housing
stock.
Okay,
just
want
to
make
sure
we
weren't
saying
what
I
thought
that
was
going
on.
Okay,.
H
J
Just
make
one
more
clarification
too.
You
know
to
Nikki's
point
at
this
point
in
the
process.
We
do
need
to
get
action
on
what
we're
seeing
here
kind
of
the
high
level
allocation
of
these
funds,
but
we
don't
have
to
to
put
in
specifics
about
exact
projects
that
would
be
moving
forward
or
you
know
exactly
how
the
funding
would
be
utilized
other
than
these
higher
level
buckets.
J
So
obviously,
you
know
there's
going
to
be
ongoing
discussions
down
the
line
about
that,
but
at
this
point
we
did
want
to
make
sure
that
we
had.
You
know
approval,
at
least
at
this
level
of
the
breakdown.
B
F
It
was
just
a
quick
question
about
where,
should
we
direct
people
who
have
comments
during
the
public
comment
period.
H
And
I
may
ask
Dana
I
know
it
will
be
posted
and
published
on
our
community
development
website,
and
so
we
can
share
that
out
to
to
this
group
and
to
our
list
serve
later.
Today
we
were.
This
was
really
our
first
stop.
But,
yes,
it
will
be
made
live
for
that
public
comment
on
on
the
city's
webpage
and
we'll
we'll
provide
that
link
great.
B
Okay,
so
just
to
be
clear,
we're
voting
today,
really
not
even
just
giving
a
non
we're
voting
today
that
we
believe
this
is
a
good
allocation
set
of
buckets.
You
know
a
million
for
supported
Services,
almost
three
four
unit
development,
the
full
15
for
administrative.
G
G
N
G
N
B
Question
yeah:
this
is
very
just
broad
sweeps
here
thus
far
any
other
questions
you
know,
I
know
for
myself.
B
Personally,
when
I
first
heard
about
this
4.7
come
in,
you
know
we
had
some
stalls
which
I
think
ended
up
to
be
better
for
us,
because
we
Now
understand
the
Fallout
and
aftermath
of
the
pandemic
in
a
in
a
longer
view
right,
then,
the
decisions
we'd
have
made
if
we'd
done
this,
it's
six
or
eight
months
after
the
award
I
had
thought
for
a
while
that
this
would
be
potential
money
for
a
non-congregate
shelter
and
now
that
I've
seen
all
the
research
and
heard
from
their
input
and
so
on
and
throughout
all
the
communities
it
does
seem
to
me
like
this
makes
sense.
B
B
We
just
can't
produce
enough
fast
enough
and
at
the
lowest
rate,
so
so
I
I've
found
my
way
to
being
comfortable
with
this
personally
and
it
almost
feels
like
more
other
than
the
Supportive
Services
chunk,
which
maybe
we
want
to
discuss
if
1
million
is
a
good
percentage,
but
other
than
that,
it
seems
almost
like
an
extra
round
of
our
other
financing.
So
it's
we're
not
being
asked
to
do
too
much
different
in
that
regard.
I
Sage
I
knew
you
would
well
I
did
so
I.
You
know
I
understand,
because
at
the
county
we
have
projects
that
span
many
years
beyond
the
initial
allocations
and
requests
for
project
proposals
and
then
Contracting,
and
that
takes
some
time,
but
particularly
with
construction
projects,
those
they
have
the
longest
period
that
you
have
to
monitor
them,
but
the
shortest
kind
of
implementation
period,
Supportive,
Services,
you're
monitoring,
you
know
more
regularly,
they're
different,
but
I
do
think
you
know
being
responsive
to
kind
of
the
broader
Community.
I
The
question
about
the
administrative
and
planning
being
nearly
as
much
as
the
investment
in
support
of
services.
You
know
at
15,
which
I
understand
is
allowed,
but
I
think
it
will
be
helpful
if
we
kind
of
understood
the
period
over
which
that's
anticipated
to
be
expended.
What
that's
associated
with,
because
the
position
for
a
couple
of
years
you
know
being
supported,
makes
sense,
but
I,
don't
think
that
you
know
position
for
that.
I
Extended
period
of
time
at
that
level
of
funding
may
be
warranted,
so
I
would
love
to
you
know,
hear
from
either
Baker
Tilley
or
the
city
on
kind
of
why?
That
number
makes
sense
or
what
the
real
anticipated
expenditure
is,
because
we
can,
as
I
said,
reallocate,
but
we
don't
want
to
come
out
of
the
gate.
This
is
kind
of
a
jarring
amount.
If
you
think
about
our
allocation
to
reserve
for
administering
the
funds.
H
Mm-Hmm
I
can
I
can
speak
to
that
and
then
and
then
maybe
Ely
can
can
assist
if
needed.
But
so
when
we
were,
we
asked
the
same
question
absolutely
is
you
know?
H
Is
it
needed
to
have
that
entire
15
and
to
you
know
when
looking
at
the
HUD
plan,
there
is
an
option
that
allows
for
the
participating
jurisdiction
in
the
PJ,
of
which
the
city
is
the
the
PJ
on
behalf
of
the
home
Consortium
there's
an
option
where
the
PJ
would
then
administer
Direct
Services
in
some
cases,
and
so
you
know
thinking
about
how
you
know
how
something
like
that
would
be
very
resource
intensive
for
administration,
but
to
your
point,
Matt,
you
know
thinking
about
if
these
funds
are
used
for
for
rental
housing,
much
like
our
existing
home
program
and
or
Supportive
Services
really
comes
down
to
how
many
potential
contracts
would
we
see
out
of
out
of
these
funds
meeting
funded
projects
within
each
of
these
funding
amounts,
and
what
would
that
administrative
burden
look
like,
and
so
I
kind
of
ran
two
scenarios
when
I
ran.
H
You
know
it's
from
2023
to
2030.
You
know
looking
at
the
annual
basis
for
a
full-time
staff,
member
Plus
benefits,
plus
training
service.
You
know
advertising
things
like
that
when
and
also
technical
assistance
that
we
would
budget
year
over
year.
H
In
case,
we
did
need
some
some
support,
I.E
Baker
Tilly
in
this
case,
but
when
I
ran
that
out
for
the
full
Grant
period
2030,
we
did
hit
that
Mark
of
seeing
that
projection
actually
exceeds
the
704
that
there
is
there
currently,
but
that's
a
full-time
staff
member
for
the
remaining
years
of
the
grant.
H
If
we
want
to
look
at
a
a
different
approach,
I
also
ran
a
projection
for
the
next
five
years,
so
really
having
a
five-year
scenario,
a
full-time
staff
member
and
then
reserving
a
little
bit
of
a
technical
assistance
budget
I'm
looking
at
on
my
screen,
7
000
per
year
in
those
far
off
years,
so
it'd
be
28,
29
and
30.,
and
that
actually
came
in
just
under
six
hundred
thousand
to
do
that,
and
so
to
me,
that's
that's!
H
That
was
our
low
and
high
again
being
conservative,
with
the
idea
that
if
we
were
to
need
to
reallocate
these
administrative
funds
when
we're
getting
closer
to
full
uptake
of
the
other
budget
amounts-
and
we
know
kind
of
what
we're
dealing
with
at
that
point,
that's
always
our
option,
but
I
just
wanted
to
to
be
transparent
about
some
of
the
numbers
that
I
I
ran,
so
that
the
Consortium
could
understand
that,
and
so
that
to
me,
that's
our
range
happy
to
then
ask
any
or
answer
any
questions
and
then
also
see,
if
there's
a
request
to
amend
the
table.
B
B
So
I'm
like
I,
hear
what
you
say
Nikki,
so
you
carried
it
out
for
the
full
10
years
and
then
he
did
another
scenario
where
it
was
five
years
and
so
on,
but
I'm
like
three
million
dollars
in
allocation
for
affordable
rental
housing
could
go
in
one
swoop
right.
We
do
that
pretty
quickly.
I
know,
at
least
in
our
city
and
I,
feel,
like
even
on
the
county
level.
I
feel
like
I
think
they
got
like
50
million
dollars
in
asks,
or
something
I
heard
that
rumor
could
be
incorrect.
B
B
What
that
really
means
on
the
staff
shoulders,
like
is
that
years
of
follow-up
paperwork
and
stuff
like
that,
and
and
do
you
envision
that
going
out
five
years
because
I'm
not
sure
and
then
the
Supportive
Services
I,
guess
isn't
unknown,
but
if
we're
just
handing
money
to
agencies
that
do
it
again,
it's
just
the
follow-up
paperwork
right.
H
I'm
thinking
with
that
five
year,
like
what
I'm
kind
of
thinking
about,
is
the
process
that
we
would
facilitate
through
the
home
Consortium
to
make
the
funding
allocations.
You
know,
let
me
back
up
a
second,
it
would
be,
and
this
is
actually
about
process
too.
So
I'll
update,
as
well
as
share
thoughts
on
budget,
but
looking
at
you
know,
our
next
steps
is
to
submit
the
home
art
plan
at
the
end
of
March.
H
Once
we
get
approval
of
that
plan,
then
the
the
staff
member
will
be
leading
the
request
for
proposals
process
so
really
saying:
okay,
here's
what
we're
looking
to
fund
these
two
types
and
here's
the
request
for
proposals
for
projects
that
fit
these
two
types
within
our
four
County
region.
And
then,
after
that
happens,
the
proposals
will
be
received.
They
will
be
reviewed
and
then
put
forward
to
the
Consortium
for
a
vote
so
that
and
then
making
those
allocations
would
take
that
time.
H
Then
thereafter,
projects
have
to
undergo
certain
certain
requirements
that
HUD
of
Hud
to
really
be
eligible.
So
if
it's
the
environmental
review,
if
it's
you
know
other
components
that
that
must
be
administered
by
staff,
then
by
the
time
projects
actually
come
out
of
the
ground
and
get
built
dispersing
funds.
I
do
think
that
would
take
five
years
if
we're
actually
looking
at
the
life
cycle
of
a
project
just
to
complete
a
funding
period,
Then
the
the
long
long
game.
H
N
So,
just
to
be
clear
on
for
this
particular
Grant
funds
journal
and
home
program,
you
have
five
years
to
spend
with
this
particular
Grant.
It
expires
on
September,
30th
2030..
So
there's
a
little
longer
that
you
have
and
that's
why
it's
an
expectation
of
the
five
percent
you
know
increase
where
the
regular
home
funds
is
10.
N
One
of
the
things
also
to
consider
with
monitoring
is
very
highly
probable
that
you'll
have
more
turnover
of
Home
assistant
units
because
you're
dealing
with
a
an
income
category,
that's
different
than
regular
home
funds,
which
is
generally
60
percent
of
median,
but
for
these
funds,
you're
talking
about
30
and
50
of
median,
so
it's
not
going
to
have
the
same
sort
of
revenue
from
rent.
So
you
have
different
more
negotiation,
more
pro-formal
analysis
and
things.
N
You
know
a
bit
more
to
consider
administratively
than
the
regular
use
of
Home
funds
where,
where
rents
are
units
are
rented
out
to
persons
at
higher
income
levels?
At
that
you
know,
60
percent.
I
And
I'll
jump
in
since
I
posed
here
that
initial
question
you
know
the
the
difference
I
think
here
in
our
regular
home
programming
is
that
you
have
a
sustaining
source
of
administrative
funding
from
year
to
year
for
position
support
so
that
they
are
open
ongoing
projects
as
well
as
new
RFP
issuants.
So
this
is
kind
of
a
point
in
time
where
you're
going
to
need
a
position
at
least
an
unlimited
time
frame.
So
understanding
the
time
frame
of
implementing
is
helpful.
I
I
think
you
know,
I,
understand,
being
more
conservative
and
setting
aside
that
15,
but
I
am
more
interested
in
the
discussion
on
the
five
years,
just
because
kind
of
three
years
to
really
get
it
off
the
ground
and
construction
projects
would
necessarily
have
delays.
So
if
you
have
the
five-year
window,
I
think
you
could
cover
do
most
of
that.
I
The
thing
that
always
exists
and
that
we
have
to
be
aware
of
and
I
want
to
acknowledge
you
know
in
a
public
setting-
is
that
there
is
ongoing
monitoring
that
this
administrative
funding
will
not
cover
in
future
years.
If
you
have
an
open
loan
or
other
kind
of
agreement,
or
particularly
constructed
site,
that
you're
needing
to
verify
remains
in
compliance,
but
I
am
curious.
I
If
we
could
be
a
little
less
conservative
and
by
that
I
mean
look
at
that
five-year
funding
level
need
that
Nikki
has
modeled
as
perhaps
the
basis
and
then
reallocate
some
of
that
to
the
construction
funding
amount.
Because,
as
as
our
chair
has
mentioned,
you
know,
one
project
could
easily
spend
all
that
or
more.
G
I'll
chime
in
really
quick,
I
I
definitely
agree
with
what
Matthew
said
on
that,
especially
because,
if
we're
talking
about
larger
contract
amounts,
I
would
imagine
that
you
know.
Perhaps
this
is
oversimplifying,
but
if
you're
only
monitoring
three
big
projects,
perhaps
that
has
left
less
of
an
administrative
role
and
as
we
said
that
there
are
big
projects
that
need
this
kind
of
level
of
support,
and
perhaps
that
money,
as
you
said,
would
be
better
spent
on
the
development
side
of
things
rather
than
the
administrative
side
of
things.
G
I
would
also
be
interested
in
hearing
the
process
for
reallocating
that
money
if
it's
not
used.
So,
let's
say
instead
you
use
six
hundred
thousand
dollars
instead
of
that
704
or
705.
What
would
the
process
look
like
like
in
allocating
that
reallocating
that
with
HUD.
J
You
know,
so
there
would
be
an
RFP
posted
for
a
notice
of
funding
availability
for
these
different
funds
and
and
your
point,
if
it's
one
or
two
large
developments
that
got
selected,
the
burden
will
be
significantly
reduced.
But
at
this
point,
because
everything
is
still
very
high
level,
it's
we're
not
sure
how
many
projects
would
actually
be
awarded
under
both
categories.
So
you
could
definitely
see
a
situation
where
it's
a
much
larger
number
of
applicants
that
are
getting
a
smaller
amount
of
funding
and
the
administrative
burden
is
a
lot
higher.
J
N
So
once
the
plan
is
approved,
should
you
desire
to
reallocate
funding?
What
kicks
in
first
is
the
low
local
jurisdictions,
citizen
participation
plan
under
the
CVG
home
and
ESG
programs?
Now
generally,
it
will
be
a
percentage
amount
of
an
allocation
change
that
would
trigger
a
substantial
Amendment,
and
then
you
have
to
undergo
additional
citizen
participation
requirements
in
hearings
to
allow
citizens
to
have
an
opportunity
to
comment
and
give
their.
N
You
know
input
on
the
allocation
change
and
once
you
do
that,
it's
generally
a
30-day
public
comment
period
on
the
actual
change
and
then
another
30-day
period,
perhaps
to
get
their
actual
feedback
before
a
document
is
submitted,
even
that
per
citizens
and
local
persons
are
commenting
on
so
you're.
Probably
talking
about
you
know
another
two-month
process
if
you're
going
to
reallocate
funds
under
the
ground
generally,
these
don't
an
amendment
doesn't
require
another
submission
to
HUD
for
approval.
But
when
the
grantee
is
monitored,
you
know
you
do
send.
N
N
But
it
won't
require
like
going
back
to
HUD
a
second
time
for
the
same
level
of
approval.
Okay,.
D
I
just
wanted
to
make
sure
on
the
monitoring
piece.
I
can't
recall
what
the
requirement
for
monitoring
or
for
the
like
affordability
period
on
a
construction
project.
Is
it
the
same
as
for
home
or
did
they
or
did
HUD
set
a
separate
limit
for
for
the
affordability
or
the
compliance
period
on
homework?.
N
Most
of
those
things
are
the
same
and
I
have
that
up.
D
Know
if
I
wanna,
I
wanna,
say
I
remember,
there
was
like
a
for
the
non-congregate
shelter
construction.
It
was
like
it
had
to
be
used
for
at
least
10
years
in
compliance,
but
I
couldn't
right
off
the
top
of
my
head,
recall
the
affordability
period
or
compliance
for
construction.
N
Yeah
I'm,
not
a
hundred
percent
certain
Jonathan
right
now
on
that
for
the
different
new
construction
and
Rehab,
you
only
have
different
requirements,
but
I'll
come
back
and
if
I
can
get
it
up.
C
No
I
not
really
I'm.
Okay
with
these
percentages
and
the
reason
is,
is
I
think
it
might
be
best
to
be
prepared,
even
though
we
can
only
predict
what
may
happen
and
I'm
also
for
us
having
higher
wages
in
the
region
and
for
the
city
to
be
able
to
attract
and
keep
staff
in
the
Community
Development
Department,
which
has
been
a
struggle
of
the
last
few
years
and
I
get
it.
It
is
sometimes
where
I
work
too.
So
you
know
those
are
my
thoughts
and
I'm
really
sorry
that
I
have
to
go.
C
H
B
You
thank
you
Robin
and
great
point
about
the
wages
I
mean
just
speaking
from
participatory
jurisdiction
over
here
and
I.
Think
Jonathan
was
maybe
our
fourth
or
fifth
person.
We've
lost
in
just
as
many
years,
so
we
are
having
a
problem.
Keeping
staff
as
well
in
this
department
go
ahead,
Kate
and
then
I
think
I
saw
John
connett
raise
his
hand.
E
Sorry,
my
camera's,
not
working
but
yeah
John
Connor,
just
agree
with
the
comment
about
you
know:
I'm,
okay,
with
the
15.
Just
only
asked
that
you
know-
and
this
is
this
will
be
up
to
this
group-
is-
is
that
if
there
are
openings,
let's
make
sure
we
feel
the
openings
as
quickly
as
possible
so
that
we
can
keep
the
projects
moving
forward.
E
So
as
long
as
we
can
keep
the
positions
filled
and
I
know,
there's
there's
a
you
know:
there's
a
lot
of
time
for
hiring
and
those
kind
of
things,
but
just
make
it
a
priority
and
really
I
guess
I
question:
what
will
another
hundred
thousand
dollars
if
that
hundred
thousand
will
support
the
staff-
and
you
know,
keep
these
positions
filled
and
keep
the
projects
moving
along
and
we
may
get
secondary
benefits
in
the
other.
E
F
So
I
I
definitely
understand
where
Matthew's
coming
from
with
the
the
percent
of
administrative
fees
and
I,
normally
with
our
our
typical
recommendations,
I
like
to
be
able
to
impact
as
many
projects
as
possible,
and
so
if
the
if
the
upper
end
of
administrative
could
potentially
also
help
us
get
it
more
projects
with
the
2.9,
then
I
I
would
be
in
favor.
Of
that
too.
D
D
Think
that
that
role
of
the
consultant
has
been
helpful
in
maintaining
some
of
the
continuity
as
there's
been
turnover-
and
you
know
just
some
of
the
unexpected
challenges
over
the
last
two
years
and
no
not
knowing
what
we
might
be
looking
at
over
the
next
couple
of
years.
So
just
wanted
to
basically
confirm
that
some
of
that
budget
would
be
would
include
the
con
potential
work
for
consultant
support.
H
And
yes,
when
I,
when
I
am
looking
at
at
my
screen
with
the
budget
projections,
that
budget
is
based
on
a
salary
line
item
and
then
secondly,
a
contracted
services
or
ta
technical
assistance
line
item
and
looking
at
about
7
000
per
year
is,
is
what
I've
I've
got
thus
far
and
I'm
and
again
the
low
the
low
side
of
my
budget
projection
when
I
looked
at
this
I
would
keep
that
7
000
throughout
the
life
cycle
of
until
2030,
basically
so
that
would
that
would
continue
and
then
otherwise,
this
the
staff
would
be
for
a
five-year
period,
the
full-time
staff
and
so
again
that
no
and
then
plus
with
training
and
and
supplies.
H
Just
you
know,
General
administrative
items
and
and
I
said
that
came
in
just
under
600
I
mean
I
think
if
there
was
a
desire
to
see
that
I
mean
really
because
I'm
also
looking
at
these
numbers
of,
would
it
be
nice
to
just
have
around
three
million
on
the
development
of
rental
housing
just
so.
That
would
also
be
something
to
to
clearly
understand,
as
we
communicate
now
moving
forward
from
here
to
council.
N
I
So
I
think
this
is
great
discussion
and
I'm
learning
a
lot
about
kind
of
how
you're
modeling
this
and
it's
making
sense
to
me
I
think
you're,
always
in
the
best
position,
when
you
can
defend
an
assessment
of
what
you're
saying
you
need
to
administer
a
program
and
I
think
you
can
show
you
know
different
scenarios
that
support
this
amount
or
a
lesser
amount,
let's
say
and
I'm
just
thinking
about
the
practicalities
of
reallocating
later.
That
is
a
process.
It's
not
ideal.
I
So
I
know
that
our
goal
would
be
to
get
this
as
close
to
what
we
actually
think
would
happen.
But
you
go
out
to
a
call
for
proposals.
You
allocate
everything
in
year.
One
you
realize
your
administrative
need
is
going
to
be
less
over
time
because
of
that
up
for
an
allocation
or
whatever.
I
What
is
the
practicality,
then
of
doing
an
entire
additional
process
right
like?
Is
there
going
to
be
enough
money
that
you're
saving
to
then
go
through
another
call
and
application
process
a
reallocation?
I
So
thinking
about
I'm
thinking
about
just
making
sure
we
said
it
correctly,
because
I
do
think.
If
you
have
a
hundred
thousand
dollars
that
become
available
in
year,
five
to
create
another
process
might
not
be
because
then
you're
gonna
have
the
same
issue
where
you
need
the
staff
support
position.
I
H
Right
I,
I,
think
I.
Think
here
I
mean
it
sounds
like
a
mini
process
of
what
we
just
have
done
right.
So
that
is
also
burdensome
so
and
again
like
looking
looking
at
that
budget
projection,
I
mean
the
number
the
exact
number
of
my
total
is
5.95
So,
that's
a
full-time
staffer
for
five
years,
technical
assistance
until
2030,
and
then
Associated
training
and
supplies
and
budget
for
public
notice,
and
things
like
that.
So
that
number
was
5.95
and
now.
H
I
think
we
could.
We
could
look
at
something.
You
know
if
there
was
a
need
to
look
at
something
less
than
that.
You
know
575
and
then
that
helps
I.
It
sounds
like
what
I've
heard
is
I've
been
attributing
that
savings
to
slot
and
the
development
of
affordable
housing,
peace.
H
So
happy
to
happy
to
look
at
that
I
mean
I
think
it
sounds
like
it
sounds
like
that's
something
that
perhaps
would
be
incorporated
into
emotion
if,
if
so
desired,.
B
I
would
just
do
a
little
math.
On
my
end,
sorry
I
mean
if
we
wanted
to
in
that
realm,
just
real,
quick
math.
If
we
made
it
3.1
million
for
affordable
housing
that
would
pull
105
000
from
that
administrative
Planning
number
they'd
be
sitting
around
six,
which
is
surpasses
what
Nikki
just
said.
She's
comfortable
with
Ian
is
in
line
with
her
plan
B
scenario,
but
gets
another
hundred
thousand
for
housing.
B
I'll
tell
you
I'm
a
little
indifferent
on
this
I
think
I
think
it
was
John
that
made
the
point.
You
know
I'm,
not
sure.
If
a
hundred
thousand
dollars
will
make
or
break
project,
that's
coming
to
us
for
a
million
say,
but
if
the
staff
can
administer
it
that
could
break
a
project.
I
guess
I'd
like
to
hear
from
the
group
what
are
y'all
thinking.
I
Yeah
I
definitely
I
mean
and
ultimately
to
Cherry
you're
going
to
have
another
role
in
this.
When
you
get
to
approve
the
allocation
at
the
council
level,
I
feel,
like
you
know,
the
most
defensible
amount
given.
What
Nikki
has
shared
is
a
six
hundred
thousand
dollar
allocation.
That's
slightly
above
what
she's
projected
in
five
years.
I
That
does
put
them
if
we
were
to
recommend
six
hundred
thousand
dollars
for
the
admin
and
planning
above
the
regular
10
percent,
but
not
quite
the
15
Max
as
well
so
I
would
I
would
be
comfortable
at
the
six
hundred
thousand
dollar
level.
I
think
the
million
dollar
amount
makes
sense,
with
the
balance
being
on
construction,
which.
I
Well
and
that's
I
think
the
question
is:
balancing
out
somewhere
something's
not
going
to
be
a
good
round
number,
so
it'll.
I
And
I
I'm
in
favor
of
a
slight
adjustment
down
again
more
than
the
10
we'd
normally
see
in
home,
but
I
think
more
in
line
with
the
five-year
implementation
plan.
Just
because
I
do
think.
There's
such
a
need.
We're
going
to
be
able
to
put
these
funds
out.
B
Okay,
so
what
I
think
I
heard
and
I'll
reiterate
it?
And
if
you
agree,
then
you
could
just
say
yes
I'll
make.
That
motion
was
that
we
are
wanting
to
change
the
development
of
affordable
rental
housing
to
a
full
3.1
million
dollars.
Even
and
the
change
will
affect
administrative
and
planning
funding,
bringing
it
somewhere
down
around
599
and
some
dollars.
B
Okay,
so
how
about
I
make
a
motion?
I
rarely
do,
but
I
will
I'll
make
a
motion
that
we
approve
these
buckets
with
the
following
changes:
one
million
for
Supportive
Services,
3.1
million
for
development
of
affordable
rental
housing
and
599-862
available
for
administrative
and
planning.
F
Before
we
vote
on
that
and
I
I
know,
the
kind
of
the
the
lack
of
real
need
for
tra
in
Transylvania
was
definitely
echoed
in
our
discussion,
but
I
just
wanted
to
ask
and
I
don't
have
my
sheet
in
front
of
me
of
our
normal
funding
allocations.
But
historically,
could
someone
give
a
percentage
of
tenant-based
rental
assistance
money
that
ends
up
coming
back
to
be
reallocated
versus
other
buckets
of
funding
just
before
we
give
that
nothing.
H
I,
don't
know
if
we
have,
and
so
let
me
just
see
if
I
understand
your
question
correctly.
So
what
you
would
like
to
understand
is
how
much
tbra
is
reallocated
on
an
annual
basis
by
the
Home
Consortium
I.
Don't
I,
don't
know
offhand
I'm
curious
if
either
Baron
or
Ely
may
have
Insight
here
and
it
looks
like
Jonathan
might
have
something
to
add
to
here
too.
So
why
don't
we
go
Jonathan
and
then
maybe
Ely
or
Baron
can
chiman.
D
Looking
at
the
history
of
the
consortium's
funding
of
tbra,
those
grants
usually
aren't
unspent
and
returned
they
they
usually
do
get
spent
down.
D
D
F
B
G
B
Great
first
starts
even
John,
hi
I
know,
Elizabeth
was
on
here
somewhere,
hi,
hey
and
am
I
missing.
Anybody
Robin
had
to
leave,
did
I
miss
anybody.
B
Okay,
all
right.
The
motion
has
passed
and
we
have
made
our
first
initial
step
and
this
will
move
on
to
the
national
city.
Council.
Matt
cable
go
ahead.
I
Sorry
before
we
I
know,
we've
taken
our
action
on
this
item.
I
was
just
going
to
mention
that
County
staff
had
shared
some
feedback
and
comments
just
on
the
plan
draft
itself,
with
City
staff
as
well
so
I
know,
that's
that's
not
what
we're
really
voting
on,
but
we
have
provided
some
feedback
on
that.
I
After
reviewing
the
document,
so
we
appreciate
the
work
making
Tilly
did
and
we're
glad
that
this
is
moving
forward.
So
thanks.
B
You
know,
and
just
a
general
comment:
I'm
really
thankful.
We
had
our
Council
Retreat
a
couple
last
week
for
a
couple
days
and
it
came
up
that
historically
Duncan
County
Asheville
City,
all
you
other
counties
that
we
didn't
really
have
a
great
working
relationship
or
symbiotic,
move
on
housing
and
I
just
really
want.
It
reminded
me
how
important
this
commission
that
this
committee
is
so
thank
you
to
everybody
and
I'm
really
glad
that
our
counties
are
working
together
with
our
cities
and
everything
and
it
just
it.
B
Just
feels
right,
like
a
regional
approach,
feels
good
and
I'm
thankful
that
we're
all
participating
that
everybody
could
be
here
today
to
make
Quorum
as
well
yay
I
think
that's
an
Applause
from
Elizabeth
not
a
hand
raise
great
okay,
so
that
will,
for
those
of
you
listening
at
home.
Conclude
item
number
five.
Moving
on
to
item
number
six,
which
is
public
comment.
Dana
did
we
have
anybody
on
the
phone
just
dying
to
speak
to
us
about
how
important
this
is.